Organizational Learning About New International Markets: Exploring the Internal Transfer of Local Market Knowledge

By Michael D. Lord, Annette L. Ranft. 2000

427 citations recorded by the source corpus.

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In Strategy and Management

Citations in the corpus

Export‐oriented small and medium industry clusters in Indonesia (2009, background): “For this reason, many studies have been made on the importance of learning for entering or expanding in the international marketplace (Erramilli, 1991; Andersen, 1993; Inkpen and Beamish, 1997; Luo, 1997; Barkema and Vermeulen, 1998; Lord and Ranft, 2000; Zahra et al., 2000; Johanson and Vahlne’s, 1”
The view from the field: A case study of the expatriate boundary-spanning role ☆ (2010, background): “…enterprises, both public and private, encounter challenges operating in unfamiliar environments, including difficulties in dealing with governments and local partners, managing local staff, or in tailoring products and services to local tastes cultures, and business systems (Lord & Ranft, 2000).”
International knowledge transfers through expatriates (2004, background): “…within MNCs and they are hindered less by confidentiality and legal obstacles than external transfers, there has been substantial evidence that these transfers are not always smooth and successful (e.g., Ghoshal & Bartlett, 1988; Kedia & Bhagat, 1988; Lord & Ranft, 2000; Zander & Kogut, 1995).”
The role of past performance in export ventures: a short-term reactive approach (2008, background): “Specifically, the organizational literature reveals the importance of learning about a firm’s environment as a basis to develop internal capabilities that facilitate adaptation (Dickson, 1992; Lord & Ranft, 2000; Özsomer & Gençtürk, 2003).”
Experiential and Informational Knowledge, Architectural Marketing Capabilities, and the Adaptive Performance of Export Ventures: A Cross-National Study (2003, background): “As a result, most studies have emphasized technical and R&D knowledge, largely ignoring knowledge relating to an organization’s market environment (e.g., Lord & Ranft, 2000; Sinkula, 1994).”
Country-of-origin and industry FDI agglomeration of foreign investors in an emerging economy (2011, background): “It often has no codified form, as credible sources of information may not exist (Lord & Ranft, 2000).”
Resource–performance relationships in industrial export ventures: The role of resource inimitability and substitutability (2006, background): “Similarly, market information has been identified as a resource for which there is no obvious substitute in conceiving and implementing competitive strategies appropriate to the firm's market environment (e.g., Cadogan et al., 2002; Lord & Ranft, 2000).”
Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer (2004, background): “'' VOL. 8 NO. 2 2004 | JOURNAL OF KNOWLEDGE MANAGEMENT | PAGE 101`vertical ' structures raise barriers to knowledge transfers between different divisions because each division is operated largely as if an independent ®rm'' (Lord and Ranft, 2000. p. 579).”
Parent Company Benefits from Reverse Knowledge Transfer: The Role of the Liability of Newness in MNEs (2011, background): “In line with Lord and Ranft (2000), p.”
Market Orientation and Internationalization in Small and Medium‐Sized Enterprises (2008, neutral): “A company’s learning experience in foreign markets has a profound effect on its future foreign expansion and its performace in foreign markets (Lord and Ranft 2000) as reliable knowledge of those markets reduces costs and uncertainty (Buckley and Casson 1981) and improves profitability (Benito and…”