International business strategy : rethinking the foundations of global corporate success

By Alain Verbeke. 2009

174 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/58eaf2370d413e0a5f99007b0e0ed93339b71ec8

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In Strategy and Management

Citations in the corpus

Innovation in and from emerging economies: New insights and lessons for international business research (2021, background): “From an asset-augmentation/asset-seeking perspective, having a breadth of experience and ideas increases the firm’s capabilities while also introducing possible new ideas for recombination (Verbeke, 2009).”
Fifty Years of International Business Theory and Beyond (2011, background): “, the capacity to augment in a productive fashion the MNE's existing resource base with newly accessible resources) (Verbeke 2009).”
Back to basics: Behavioral theory and internationalization (2020, unknown): “In practice, MNEs do not always have strong, complementary ties with their subsidiaries (Verbeke, 2009); it is unsurprising that these relationships do not always result in effective knowledge creation and knowledge transfer.”
International Business, Corporate Social Responsibility and Sustainable Development (2010, background): “…MNEs’ CSR activities are seen as becoming increasingly strategic, in the sense that they affect the core business of the firm and its growth, profitability and survival (Kolk & Pinkse, 2008; Verbeke, 2009), with CSR as a potential source of competitive advantage (Porter & Kramer, 2006).”
Do we need different frameworks to explain infant MNEs from developing countries (2012, background): “The knowledge or capacity to (re)combine (or to ‘bundle’) different classes of assets together (Verbeke, 2009; Hennart, 2009) to improve their performance.”
Applying and advancing internalization theory: The multinational enterprise in the twenty-first century (2019, background): “Indeed, Verbeke (2013) and Narula (2014) argue that the capability to recombine is a source of firm-specific advantage in its own right.”
Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, unknown): “Recombinant advantages (figure 1) are an important set of FSAs, which represent capabilities for the re-combining (Verbeke, 2009) or ‘bundling’ (Hennart, 2009) of complementary assets to improve their performance.”
The end of the opportunism vs trust debate: Bounded reliability as a new envelope concept in research on MNE governance (2009, background): “…act as incubators for new ideas, and developing intra-MNE subsidiary networks, have been shown to alleviate bounded rationality challenges, but obviously subject to the constraint that implementing these best practices comes with a cost tag attached to them (Birkinshaw & Hood, 2000; Verbeke, 2009).”
The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise (2019, background): “The ‘acid test’ for MNEs’ evolutionary fitness in strategic sectors is whether they can protect their IP and other core proprietary assets, or at least minimize the leakage of such, in the new IB landscape (Teece, 2014; Verbeke, 2013).”
The future of international business research on corporate globalization that never was… (2018, background): “…has been much debated, but the simple observation remains that most of even the world’s largest firms are incapable of emulating the same level of home region success (as measured by sales and asset levels) throughout the world, because ‘‘distance’’ does continue to matter (Verbeke, 2013).”