Antecedents and outcomes of modular production in the Brazilian automobile industry: a grounded theory approach

By Masaaki Kotabe, Ronaldo Parente, Janet Murray. 2007

133 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6f14b3a46a0054ea05e551ea6883c15e9a878502

How researchers see this paper

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

In Management Information Systems

1. G. Mcdermott
2. Ram Mudambi
3. Rafael A. Corredoira
4. Keld Laursen
5. Masaaki Kotabe

In Management of Technology and Innovation

1. G. Mcdermott
2. R. Javalgi
3. Lorena M. D'Agostino
4. Ram Mudambi
5. Rafael A. Corredoira
6. Grazia D. Santangelo
7. Keld Laursen
8. Masaaki Kotabe

In Strategy and Management

1. G. Mcdermott
2. Grazia D. Santangelo
3. Rafael A. Corredoira
4. Ram Mudambi
5. Keld Laursen
6. Lorena M. D'Agostino
7. Tanvi Kothari
8. R. Javalgi

Citations in the corpus

• The impact of R&D offshoring on the home knowledge production of OECD investing regions (2012, background): “software and knowledge-intensive services) are easier to transfer (Kotabe et al., 2007) and to integrate with other technologies (Brusoni and Prencipe, 2001).”
• Network composition, collaborative ties, and upgrading in emerging-market firms: Lessons from the Argentine autoparts sector (2010, background): “In Latin America, for instance, policymakers sought to attract MNEs via market, trade, and FDI reforms to gain new investment, which amounted to over $3 billion in Argentina and $12 billion in Brazil in the automotive industry alone from 1992 to 1998.”
• Outsourcing to emerging markets: Theoretical perspectives and policy implications (2009, background): “In spite of the growing significance of global sourcing, we have a limited knowledge of offshoring and outsourcing to emerging markets (Kotabe et al., 2007).”
• Rules of the Game for Emerging Market Multinational Companies from China and India (2013, background): “their domestic markets, EMNCs may need to proactively acquire and upgrade their competencies to become competitive in an increasingly open market (Kotabe et al., 2007).”
• Location, Control and Innovation in Knowledge-Intensive Industries (2008, background): “This analysis provides the rationale for the enormous efforts by some technologically leading firms to break their final products or services into separable self-contained elements or modules (Kotabe et al., 2007).”