An Empirical Analysis of the Integration-Responsiveness Framework in Global Industries
Abstract
In this study, business competing in global industries were categorized into three groups according to the integration responsiveness framework for conceptualizing industry pressures confronting business competing internationally. Using this framework, contextual conditions associated with each group were examined. Competitive attributes distinguishing each group were then identified to clarify alternate business-level strategies for competing within a global industry context. Beyond providing additional insight into the nature of competition in global industries, several broad extensions to the integration-responsiveness framework are suggested.© 1990 JIBS. Journal of International Business Studies (1990) 21, 541–564Download Info
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Bibliographic Info
Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.
Volume (Year): 21 (1990)
Issue (Month): 4 (December)
Pages: 541-564
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Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.Cited by:
- Gomez, Carolina & Werner, Steve, 2004. "The effect of institutional and strategic forces on management style in subsidiaries of U.S. MNCs in Mexico," Journal of Business Research, Elsevier, vol. 57(10), pages 1135-1144, October.
- Lin, Shao-Lung & Hsieh, An-Tien, 2010. "The integration-responsiveness framework and subsidiary management: A response," Journal of Business Research, Elsevier, vol. 63(8), pages 911-913, August.
- Julius H. Johnson, Jr. & Dinesh A. Mirchandani & Seng-Su Tsang, 2008. "Competitive Dynamics, Global Industry Cycles, Integration-Responsiveness, and Financial Performance in Emerging and Industrialized Country Markets," International Journal of Business and Economics, College of Business, and College of Finance, Feng Chia University, Taichung, Taiwan, vol. 7(1), pages 61-88, April.
- Mirchandani, Dinesh A. & Lederer, Albert L., 2008. "The impact of autonomy on information systems planning effectiveness," Omega, Elsevier, vol. 36(5), pages 789-807, October.
- De Beule, Filip & Van Den Bulcke, Daniel, 2002. "Foreign invested enterprises and economic development: the case of China," Open Access publications from Katholieke Universiteit Leuven urn:hdl:123456789/383171, Katholieke Universiteit Leuven.
- Samiee, Saeed & Athanassiou, Nicholas, 1998. "International Strategy Research: Cross-Cultural Methodology Implications," Journal of Business Research, Elsevier, vol. 43(2), pages 79-96, October.
- Wolfgang Sofka & Joerg Zimmermann, 2005.
"There is no Place Like Home: A Strategic Framework to Overcome Liability of Foreignness in the German Car Market,"
Industrial Organization
0512003, EconWPA.
- Sofka, Wolfgang & Zimmermann, Jörg, 2005. "There's no Place Like Home: A Strategic Framework to Overcome Liability of Foreignness in the German Car Market," ZEW Discussion Papers 05-84, ZEW - Zentrum für Europäische Wirtschaftsforschung / Center for European Economic Research.
- Filip De Beule, 2011. "Localization, Globalization and Networks of foreign Subsidiaries," Working Papers id:4500, eSocialSciences.
- Xiaohua Yang & Yi Jiang & Rongping Kang & Yinbin Ke, 2009. "A comparative analysis of the internationalization of Chinese and Japanese firms," Asia Pacific Journal of Management, Springer, vol. 26(1), pages 141-162, March.
- Haugland, Sven A., 2010. "The integration-responsiveness framework and subsidiary management: A commentary," Journal of Business Research, Elsevier, vol. 63(1), pages 94-96, January.
- Lin, Shao-Lung & Hsieh, An-Tien, 2010. "International strategy implementation: Roles of subsidiaries, operational capabilities, and procedural justice," Journal of Business Research, Elsevier, vol. 63(1), pages 52-59, January.
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