Now showing 1 - 4 of 4
ItemThe evolving geography of production hubs and regional value chains across East Asia: Trade in value-addedSuder, G ; Liesch, PW ; Inomata, S ; Mihailova, I ; Meng, B (ELSEVIER SCIENCE INC, 2015-07-01)The interdependence of regional trade and production networks has important implications for national prosperity, regional stability and the internationalization of production. We ask: What are the locational patterns of trade in value-added in East Asia and how are these patterns changing over time? The disintermediation of value chains and the externalization of business activity create hubs of capability and extend value chains between countries. We adopt input-output techniques to analyze the evolution of production networks in East Asia over the period 1990-2005 from a value chain perspective. A high density of cross-border interaction is reported alongside changing geographic dynamics, and an informal integration derived from intermediates trade in value-addition. The locational interdependence of developed and less-developed countries across the region leverages on the heterogeneity of location-specific advantages within the region.
ItemNegotiating the Transatlantic Relationship: An International, Interdisciplinary Simulation of a Real-World NegotiationNance, MT ; Suder, G ; Hall, A (CAMBRIDGE UNIV PRESS, 2016-04-01)This article analyzes the effectiveness of an international, interdisciplinary simulation of an ongoing trade negotiation. It thoroughly describes the simulation, provides links to background information for public use, and off ers suggestions on ways to further strengthen the learning outcomes achieved.
ItemPerspectives on strategic internationalization: Developing capabilities for renewalRiviere, M ; Suder, G (ELSEVIER SCIENCE BV, 2016-08-01)While strategic renewal has increasingly received interest from strategy scholars (Agarwal & Helfat, 2009; Baden-Fuller & Volberda, 1997; Capron & Mitchell, 2009; Crossan & Berdrow, 2003; Gulati & Puranam, 2009; Huff, Huff, & Thomas, 1992), its gains from internationalization are less understood. We draw on both internationalization and strategy literature to investigate what is known about 'if' and 'how' firms renew their capabilities through internationalization. We anticipate that the scope of internationalization has an inverted U-shape effect on the firm's ability to create alternatives for renewal, thus allowing for the development of renewal capabilities. Yet we also draw attention to the factors that may represent limitations of the role of internationalization for strategic renewal. Internationalization strategies related to location, timing and venture mode decisions are antecedents to capability renewal strategies, uncovered as linear vs. non-linear renewal paths.
ItemExtreme case learning: the manager perspective on rare knowledge and capabilities developmentSuder, G ; Birnik, A ; Nielsen, N ; Riviere, M (Taylor & Francis Inc., 2017)International strategy is enhanced by organizations’ ability to learn in host markets; yet, it remains ambiguous how post-entry knowledge gaps between home – and host country shape MNE’s absorptive capacity. This article builds on the specific contributions of ‘extreme case’ internationalization to advance literature in this field. We foster the understanding of the role of rare knowledge and the mechanisms that link knowledge acquisition to absorptive capacity dynamics used in the internationalization path of multinational enterprises (MNEs). We opt for in-depth qualitative research into the post-entry phase of ‘extreme’ (thus particularly crude) international joint venture (IJV) investment, and analyze the perspective of managers from a developed economy MNE located in a high-risk, weak-institutions host country. The firm’s absorptive capacity and its interaction with external environments that are categorized into four distinct contexts are found to be contingent upon pro-active experiential learning, concurrent to managerial willingness and simultaneous organizational commitments to learning and to exploiting rare knowledge. We thus uncover managerial perceptions of a knowledge gap identified as host-country challenges and resulting managerial solutions, which reveal rare learning opportunities and knowledge exploitation dynamics. The capacity to compensate for knowledge gaps is a critical key within the design and consolidation of an alternative internationalization path for developed-country MNEs. This challenges the traditional risk–return–commitment dependencies in prior literature.