International Integration and Coordination in the Global Factory

By Peter J. Buckley. 2011

194 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/167e89b9b0a36e5719472df983b2eaeceb8e7fbb

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

In Strategy and Management

Citations in the corpus

The role of social value creation in business model formulation at the bottom of the pyramid - Implications for MNEs? (2014, background): “We observe that, in Western MNEs in particular, current strategies have mostly nurtured capabilities for flexibility, achieved through remote, largely contractual, governing of dispersed and highly ‘‘sliced’’ activities where local engagement or social embeddedness is not a necessary dimension of go”
De-globalization: Theories, predictions, and opportunities for international business research (2019, methodology): “The two theories disagree, however, on a range of precise implications for the Global Factory.”
Global Value Chain Configuration: A Review and Research Agenda (2017, background): “Specifically, ome scholars point toward a new system called the ‘‘global actory’’ (Buckley, 2011; Buckley and Ghauri, 2004), which ntails the organization of activities in a complex configuraion.”
An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities (2020, background): “…headquarter of a focal MNE lead firm exerts control over others, to more multilateral, web-networked MNEs with the lead firm taking the “orchestrator” role at the center of a complex global factory system (Buckley, 2009, 2011; Buckley & Ghauri, 2004; Buckley & Strange, 2015; Kano, 2018).”
Global platforms and ecosystems: Implications for international business theories (2019, background): “Recent studies on global value chains and networks (e.g., Buckley, 2011; Buckley & Strange, 2015; Kano, 2018) have highlighted a focus on collective decisions and actions.”
International entrepreneurship: The pursuit of entrepreneurial opportunities across national borders (2018, background): “acknowledgement that a global factory strategy provides opportunities to market actors besides the focal MNE, such as suppliers (Buckley, 2011), most attention has been paid to the focal MNE.”
Business models in global competition (2018, background): “Outsourcing not just cost centers but also profit-generating activities in which the focal firm has no unique competences is characteristic of value creation across an increasing number of industries (Buckley, 2011a).”
Bringing it all back home? Backshoring of manufacturing activities and the adoption of Industry 4.0 technologies (2019, result): “This argument would also be in line with Buckley’s concept of the ’global factory (Buckley & Ghauri, 2004; Buckley, 2011), claiming that new technologies allow firms to ‘fine slice’ value-adding activities and locate them in their optimal place, as these technologies support sufficient coordination ”