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LUIZ F. MESQUITA
2016
LOCATION AND THE GLOBAL ADVANTAGE OF FIRMS
Global Strategy Journal
6: 3 12 (2016)
Rumusan permasalahan
Tujuan penelitian
Tinjauan pustaka:
1. Pengertian
2. Dimensi/aspek/bentuk
Faktor-faktor:
Faktor yang mempengaruhi atau
faktor yang dipengaruhi
Hipotesis
Subyek/populasi/sampel
Instrumen/alat pengumpul data
Teknik analisis data
Hasil
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Saran
in that parts and labor initially came from the location of its
invention, but due to market diffusion, production gradually
moved away from this point of origin, in many cases becoming located entirely in foreign markets. Thus, by moving
abroad,the rm distinguished between labor-and capitalintensive products so as to tap into distinct input and
consumer markets (Vernon,1966). Another
view on
corporate
internationalization
relates
to
the
sequential mode (als know a th Uppsala model).
THE LOCATION OF FOREIGN ACTIVITYNEW
AVENUES OF INQUIRY
Four fundamental questions guide our effort to frame the
internationalization of the rm on theories of location. First,
why do rms go abroad? Beyond traditional thinking
regarding the search for new markets and new skills, what
other drivers motivate foreign venturing? New studies
suggest that rms strategic motivations are a direct function of their ownership structures.
THE LOCATION OF FOREIGN ACTIVITYNEW
ANSWERS TO PENDING QUESTIONS
The articles in this special issue cut across many of the
multiple lines of inquiry outlined above, address-ing multiple
topics and bringing fresh perspectives to the discussion.
Shi, Hoskisson, and Zhang (2016, this issue), for example,
take us beyond the usual reasoning that rms venture
abroad to focus on prot maximizing. Past the well-known
comparative advantage argument (e.g., Dunning and
Lundan, 2008), the
resource-seeking reasoning (e.g.,
Chung and Alcacer, 2002), or even the argument that rms
follow strategies that diminish business and political risks
(e.g., Henisz, Manseld, and Von Glinow, 2010), the authors
explore how political motivations shape the rms strategic
plans.
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