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An Empirical Analysis of the Integration-Responsiveness Framework: U.S. Construction Equipment Industry Firms in Global Competition


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  • Julius H Johnson

    (University of Missouri)

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    In this study, businesses competing as part of the global U.S. construction equipment industry were categorized into three subgroups according to the integration-responsiveness framework (I-R) in an attempt to further understand industry pressures confronting businesses that compete internationally. The results show that three generic strategies suggested by the I-R framework do appear in a single industry context: globally integrated, locally responsive and multifocal. Beyond providing additional insight into the nature of competition in a “single global industry,” several broad extensions to the integration-responsiveness framework are suggested.© 1995 JIBS. Journal of International Business Studies (1995) 26, 621–635

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    Bibliographic Info

    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 26 (1995)
    Issue (Month): 3 (September)
    Pages: 621-635

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    Handle: RePEc:pal:jintbs:v:26:y:1995:i:3:p:621-635

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    Postal: Palgrave Macmillan Journals, Subscription Department, Houndmills, Basingstoke, Hampshire RG21 6XS, UK

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    Cited by:
    1. Michael STOICA & Liviu FLOREA & Edit LUKACS, 2011. "Small Business Struggle in a Developing Economy:Does Organizational Culture Matter?," Risk in Contemporary Economy, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, pages 197-208.
    2. 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.
    3. Mauri, Alfredo J. & Lin, Jing & Neiva De Figueiredo, João, 2013. "The influence of strategic patterns of internationalization on the accuracy and bias of earnings forecasts by financial analysts," International Business Review, Elsevier, vol. 22(4), pages 725-735.
    4. Fan, Di & Zhu, Cherrie Jiuhua & Nyland, Chris, 2012. "Factors affecting global integration of Chinese multinationals in Australia: A qualitative analysis," International Business Review, Elsevier, vol. 21(1), pages 13-26.
    5. Mauri, Alfredo J. & Neiva de Figueiredo, João, 2012. "Strategic Patterns of Internationalization and Performance Variability: Effects of US-Based MNC Cross-Border Dispersion, Integration, and Outsourcing," Journal of International Management, Elsevier, vol. 18(1), pages 38-51.
    6. Luo, Yadong, 2002. "Organizational dynamics and global integration: A perspective from subsidiary managers," Journal of International Management, Elsevier, vol. 8(2), pages 189-215.
    7. Fahy, John, 2002. "A resource-based analysis of sustainable competitive advantage in a global environment," International Business Review, Elsevier, vol. 11(1), pages 57-77, February.
    8. Filip De Beule, 2011. "Localization, Globalization and Networks of foreign Subsidiaries," Working Papers id:4500, eSocialSciences.
    9. Taggart, J. H., 1999. "MNC subsidiary performance, risk, and corporate expectations," International Business Review, Elsevier, vol. 8(2), pages 233-255, April.
    10. Grøgaard, Birgitte, 2012. "Alignment of strategy and structure in international firms: An empirical examination," International Business Review, Elsevier, vol. 21(3), pages 397-407.
    11. Hansen, Michael W. & Pedersen, Torben & Petersen, Bent, 2009. "MNC strategies and linkage effects in developing countries," Journal of World Business, Elsevier, vol. 44(2), pages 121-130, April.
    12. 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.
    13. 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.
    14. Johnson, Julius H. & Arya, Bindu & Mirchandani, Dinesh A., 2013. "Global integration strategies of small and medium multinationals: Evidence from Taiwan," Journal of World Business, Elsevier, vol. 48(1), pages 47-57.
    15. Chi, Tailan & Nystrom, Paul C. & Kircher, Philipp, 2004. "Knowledge-based resources as determinants of MNC structure: tests of an integrative model," Journal of International Management, Elsevier, vol. 10(2), pages 219-238.
    16. Devinney Timothy M & Midgley David F & Venaik Sunil, . "An Empirical Examination of the Characteristics of the Integration Responsiveness Pressures," IIMA Working Papers WP2001-08-03, Indian Institute of Management Ahmedabad, Research and Publication Department.


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