Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter

By Pankaj Ghemawat. 2007

427 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a33cfade444aeaeaa7d599bf1c3d496fdb50d1c6

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In Strategy and Management

Citations in the corpus

The Social Responsibility of International Business: From Ethics and the Environment to CSR and Sustainable Development (2016, neutral): “Standard divergence, policy harmonization, level-playing fields and arbitrage are important to MNEs (e.g. Ghemawat, 2007; Kolk & Pinkse, 2008; Regnér & Edman, 2014; Verbeke, 2009).”
Distance without direction: Restoring credibility to a much-loved construct (2012, background): “Interestingly, Håkanson and Ambos (2010) find absolute geographic distance to be the greatest predictor of psychic distance.”
An investigation of the cross-national determinants of customer satisfaction (2011, background): “of customer satisfaction Forrest V. Morgeson III & Sunil Mithas & Timothy L. Keiningham & Lerzan Aksoy Received: 16 July 2010 /Accepted: 15 October 2010 /Published online: 10 November 2010 # Academy of Marketing Science 2010 Abstract Many multinational corporations have implemented cross-national…”
MNC strategy and social adaptation in emerging markets (2014, neutral): “) that have a direct impact on the formation and accomplishment of business transactions (Ghemawat, 2007).”
Fifty Years of International Business Theory and Beyond (2011, neutral): “Hennart (1982) developed a slightly different version of internalization theory as compared to Buckley and Casson (1976) and Rugman (1981).”
The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise (2019, background): “The view of a frictionless, homogeneous, rule-oflaw(3) borderless world and a global, leveled playing field, despite differences with respect to state involvement, and geographic, cultural, administrative, and economic distances (Friedman, 2005; Ghemawat, 2007) is now clearly an illusion.”
The regional and global competitiveness of multinational firms (2012, background): “Therefore companies do not necessarily venture themselves to access global competitiveness because costs associated with accessibility are an increasing function of physical distance (Vernon 1966), psychic distance (Johanson and Vehlne 1977), and other distances (Ghemawat 2007; Berry et al. 2010).”
Breakthrough innovation in international business: The impact of tech-innovation and market-innovation on performance (2017, background): “However, eight decades after his seminal work, this area tends to be more conceptual rather than empirical (e.g., Ghemawat, 2007).”
Why the Home Region Matters: Location and Regional Multinationals (2013, positive): “Previously, Head and Mayer (2004) applied the hierarchical rule of market entry to Japanese firms’ sub-national location choice in European Union.”
How much does home country matter to corporate profitability? (2010, background): “Yet empirical analysis suggests that this is relatively rare: more than 90% of firms are headquartered in the countries of their founding, which are also the countries of their original and core operations, as well as the countries in which their most senior management makes critical strategic decis”
Multinationals' response to major disasters: how does subsidiary investment vary in response to the type of disaster and the quality of country governance? (2011, background): “These (host) country-level variables were consistent with the cultural, administrative, geographic, and economic distances underlined by Ghemawat (2007).”