The International Competitiveness of Business Service Firms: The Case of Germany

Ochel, Wolfgang

doi:10.1080/714005075

Cited by 25 publications

(16 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Service industries are generally more people‐intensive, with their internationalization initiatives often linked to their knowledge‐based competencies. Such competencies, which enable service industry firms to address customer needs efficiently in foreign markets (Erramilli et al, ; Ochel, ), are particularly critical in service sector cross‐border acquisitions. Since knowledge in service industries is often tacit in nature, contextual similarity (in terms of industry and/or geographic region) ought to be an important factor in the successful transfer of learning to subsequent transactions.…”

Section: Theoretical Overview and Research Hypothesesmentioning

confidence: 99%

Effects of Industry‐ and Region‐Specific Acquisition Experience on Value Creation in Cross‐Border Acquisitions: The Moderating Role of Cultural Similarity

Basuil

Datta

2015

J Management Studies

106

View full text Add to dashboard Cite

Based on a sample of 222 cross-border acquisitions by U.S. firms in the service sector, our study examines the effects of acquiring firms' prior cross-border acquisition experience in the same industry and geographic region as the acquired firm on shareholder value creation.Using the BHAR (buy-and-hold abnormal returns) methodology, we find that higher levels of industry-specific and region-specific acquisition experience translate into greater shareholder value creation for acquiring firms in subsequent acquisitions. In addition, our results indicate that the effects of industry-specific acquisition experience on acquisition performance is contingent on the level of cultural similarity between the acquiring and acquired firm countries with the benefits of prior experience being greater in acquisitions undertaken in culturally similar countries. We also find that the moderating effects of cultural similarity on the relationship between industry-specific acquisition experience and value creation is contingent on the level of prior region-specific acquisition experience possessed by the acquiring firm.

show abstract

Section: Theoretical Overview and Research Hypothesesmentioning

confidence: 99%

Effects of Industry‐ and Region‐Specific Acquisition Experience on Value Creation in Cross‐Border Acquisitions: The Moderating Role of Cultural Similarity

Basuil

Datta

2015

J Management Studies

106

View full text Add to dashboard Cite

show abstract

“…However, there is a dearth of such conceptual insights and empirical research on service SME usage of networks in internationalisation, and existing internationalisation theories are of limited value when applied to the unique characteristics of professional services [Nachum, 1996;Ochel, 2002]. The next section discusses why extant internationalisation literature provides limited insights into the study of professional services and reviews the extent of research analysing the internationalisation process of small service firms.…”

Section: Network Dynamismmentioning

confidence: 98%

Network Dynamics and the Internationalisation Process of Small Advertising Agencies

Boojihawon¹

2007

The Service Industries Journal

View full text Add to dashboard Cite

Process-based international strategy studies are few in the service sector, and even fewer in the case of professional services. This paper presents a qualitative study which examines international network dynamics, practices and processes of small advertising agencies (SMAs). Using case studies of four SMAs, a conceptual framework pertaining to their international evolution is examined, exploring how they moved from their initial triggers to internationalise, their early internationalisation phase and further internationalisation. In the main, the paper contributes towards unravelling how SMAs exploit their network relationships for international advantage. The findings show that while network structure and ties represent a valuable intangible resource for SMAs, they are also unique for each firm and change continuously with their evolving strategic priorities. In so doing, such ties have varying influence on the pace, pattern and direction of internationalisation. Relevant literatures on the manufacturing and service experiences of small firm internationalisation are drawn from and extended where appropriate.

show abstract

“…The government also has the ability to influence the attractiveness of the country location either positively or negatively through the design of its economic policy (Ochel, 2002). Governments engage in industry-specific policies to strengthen the competitiveness of member firms, including export promotion policies, science and technology policies, human resources policies and infrastructure policies.…”

Section: Growth-focused Strategymentioning

confidence: 98%

Sources of Competitiveness of Offshore IT Service Providers in India: Towards a Conceptual Framework

Chadee

Raman

Michailova

2011

Competition & Change

View full text Add to dashboard Cite

Rapid growth in the offshoring of information technology services by advanced industrialized countries to less developed countries in recent years has been accompanied by a voluminous amount of research on the subject. However, most research to date has tended to focus on the clients while research on offshore service providers (OSPs), particularly from developing countries, remains scant. This paper adds to the literature on offshoring of information technology services by investigating the sources of competitiveness of OSPs in India. Drawing from the experience of a selection of India's top 20 OSPs, the paper develops a conceptual model which posits that OSPs in India draw their competitiveness from having well-developed internal resources and capabilities such as human resource orientation, knowledge management and relational capital, together with clear growth strategies, while operating in an environment where the government plays a catalytic role in stimulating business growth.keywords International outsourcing, services offshoring, competitiveness, offshore service providers, information and technology services, IndiaTechnologically all offshore providers are about the same. We all use matching technologies and the same set of people since we recruit from the same colleges. So, where does the competitiveness come from? (Comment from an offshore IT service provider)

show abstract

The International Competitiveness of Business Service Firms: The Case of Germany

Cited by 25 publications

References 0 publications

Effects of Industry‐ and Region‐Specific Acquisition Experience on Value Creation in Cross‐Border Acquisitions: The Moderating Role of Cultural Similarity

Effects of Industry‐ and Region‐Specific Acquisition Experience on Value Creation in Cross‐Border Acquisitions: The Moderating Role of Cultural Similarity

Network Dynamics and the Internationalisation Process of Small Advertising Agencies

Sources of Competitiveness of Offshore IT Service Providers in India: Towards a Conceptual Framework

Contact Info

Product

Resources

About