Dynamic capabilities in international expansion

By Yadong Luo. 2000

522 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/adfb2d3fea8b16c7c27fe71b5f942722a337c19f

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

1. Mike Wright
2. Lianxi Zhou
3. G. Knight
4. Janet Murray
5. Ping Deng
6. Michael A. Hitt
7. Masaaki Kotabe
8. Yadong Luo

In Strategy and Management

1. Mike W. Peng
2. Lianxi Zhou
3. G. Knight
4. Mike Wright
5. Michael A. Hitt
6. Yadong Luo
7. Ping Deng
8. Peter W. Liesch

Citations in the corpus

• The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management (2004, background): “Researchers have made several efforts to identify and prescribe dynamic capabilities in theoretical terms ( Luo, 2000; Teece, Pisano, & Shuen, 1997), through empirical studies (Griffith & Harvey, 2001; Helfat, 1997, 2000; Rindova & Kotha, 2001), and through historical studies of response to technol”
• Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective (2007, methodology): “Consistent with Luo (2000) we conceptualize learning to include both externally-derived and captured market-focussed learning applied to creating a marketing capability for accessing niche markets and for building market positioning, and internally-focussed technological and non-technological…”
• Outward internationalization of private enterprises in China: The effect of competitive advantages and disadvantages compared to home market rivals (2012, background): “…to exploit its previously developed competitive advantages, the emerging perspective describes a firm’s internationalization efforts as a catch-up strategy to overcome competitive disadvantages at home (Bartlett & Ghoshal, 1988; Child & Rodrigues, 2005; Luo, 2000; Mathews, 2006; Rui & Yip, 2008).”
• The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise (2019, background): “Some scholars (Lessard et al., 2016; Luo, 2000; Teece, 2014) have made a strong case for the value of DCs in MNEs in general, and in the presence of deep uncertainties in particular (Teece, Peteraf, & Leih, 2016).”
• Entrepreneurial proclivity, capability upgrading and performance advantage of newness among international new ventures (2010, methodology): “The notion of knowledge capability upgrading is manifested in t rms of learning and acquiring new knowledge (Luo, 2000).”
• Internationalization of private firms: environmental turbulence and organizational strategies and resources (2004, background): “2.3 Organizational strategies Product development can be viewed as an offensive strategy associated with market differentiation and has been found to be crucial in developing an effective exporting strategy (Luo 2000).”
• GUEST EDITORS' INTRODUCTION TO THE SPECIAL ISSUE STRATEGIC ENTREPRENEURSHIP: ENTREPRENEURIAL STRATEGIES FOR WEALTH CREATION (2001, background): “As argued earlier, entry into new international markets allows the firm to learn and the development and diffusion of this knowledge creates dynamic capabilities and competencies (Lei et al., 1996; Teece et al., 1997; Luo, 2000).”
• How marketing capabilities and current performance drive strategic intentions in international markets (2017, background): “They involve both formal and informal processes, making their development and assessment a challenging task (Luo, 2001; Vorhies & Morgan, 2005; Vorhies, Morgan, & Autry, 2009).”
• Ownership, strategic orientation and internationalization in emerging markets (2011, background): “Furthermore, because these firms may deal with diverse environments across numerous foreign markets, they can, by themselves, replicate market-based knowledge and innovation capabilities which derive from MO and EO across varied markets (Luo, 2000).”
• Strategic entrepreneurship: entrepreneurial strategies for wealth creation (2001, background): “As argued earlier, entry into new international markets allows the firm to learn and the development and diffusion of this knowledge creates dynamic capabilities and competencies (Leiet al., 1996; Teeceet al., 1997; Luo, 2000).”