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Global Strategy: The World is your Oyster (if you can shuck it!)

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  • Reus, T.H.

Abstract

In this inaugural lecture, Taco briefly describes the disciplinary background, central research questions, and themes of Global Strategy, and he presents what may be the dominant framework of understanding how global strategy works and what determines its success. In a nutshell, the formation and implementation of global strategies involves intricate connections between – and savvy decision-making about – resources, relations and rules; i.e., the R3 of Global Strategy. What comes into play particularly in the international context is the role of rules. One of his aims in this address is therefore to broaden the interest in the roles of rules. To illustrate this, the talk discusses aspects of the international acquisition process to suggest that success in Global Strategy relies for an important part on a curiosity about how rules – both our own and others, both local and foreign – influence who we and others are as individuals and as organizations.

Suggested Citation

  • Reus, T.H., 2014. "Global Strategy: The World is your Oyster (if you can shuck it!)," ERIM Inaugural Address Series Research in Management EIA-2014-059-S&E, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam..
    • Handle: RePEc:ems:euriar:77190
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    File URL: https://repub.eur.nl/pub/77190/Erim-14-oratie-Reus-binnen-24nov.pdf
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    References listed on IDEAS

    as
    1. Raymond Van Wijk & Justin J. P. Jansen & Marjorie A. Lyles, 2008. "Inter‐ and Intra‐Organizational Knowledge Transfer: A Meta‐Analytic Review and Assessment of its Antecedents and Consequences," Journal of Management Studies, Wiley Blackwell, vol. 45(4), pages 830-853, June.
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    3. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
    4. Kimberly M. Ellis & Taco H. Reus & Bruce T. Lamont, 2009. "The effects of procedural and informational justice in the integration of related acquisitions," Strategic Management Journal, Wiley Blackwell, vol. 30(2), pages 137-161, February.
    5. Kimberly M. Ellis & Taco H. Reus & Bruce T. Lamont, 2009. "Erratum: The effects of procedural and informational justice in the integration of related acquisitions," Strategic Management Journal, Wiley Blackwell, vol. 30(2), pages 1-1, February.
    6. Slangen, Arjen H.L., 2006. "National cultural distance and initial foreign acquisition performance: The moderating effect of integration," Journal of World Business, Elsevier, vol. 41(2), pages 161-170, June.
    7. Taco H Reus & Bruce T Lamont, 2009. "The double-edged sword of cultural distance in international acquisitions," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 40(8), pages 1298-1316, October.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    Global Strategy; Strategic Management; International Business; International Acquisitions; Mergers & Acquisitions; Rules; Institutions;
    All these keywords.

    JEL classification:

    • G34 - Financial Economics - - Corporate Finance and Governance - - - Mergers; Acquisitions; Restructuring; Corporate Governance
    • D21 - Microeconomics - - Production and Organizations - - - Firm Behavior: Theory
    • F42 - International Economics - - Macroeconomic Aspects of International Trade and Finance - - - International Policy Coordination and Transmission
    • K2 - Law and Economics - - Regulation and Business Law
    • K3 - Law and Economics - - Other Substantive Areas of Law
    • K4 - Law and Economics - - Legal Procedure, the Legal System, and Illegal Behavior
    • L51 - Industrial Organization - - Regulation and Industrial Policy - - - Economics of Regulation

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