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History in perspective: comment on Jones and Khanna ‘Bringing history (back) into international business’

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  • Randall Morck

    (University of Alberta, School of Business, Edmonton, Alberta, Canada)

  • Bernard Yeung

    (Stern School of Business, New York University, New York, USA)

Abstract

Commenting on Jones and Khanna, we suggest that international business (IB) needs simultaneously maturing theory and on-going rigorous empirical work. We advocate careful data collection and develop solid theory based on the rich empirical information. The difficulty in the process is the deciphering of causality, and that is where historical studies play a significant role. Historical documents shed light on motivations and exogenous incidents. Historical studies and large-scale data analyses can complement each other in revealing causality. While path dependence constraints causal inferences using cross-sectional data, historical studies can identify differences and similarities in the paths of events across geography and time. This advantage is particularly attractive in understanding the relationship between institutions and business behaviour, which lies inside the proper domain of IB studies. Journal of International Business Studies (2007) 38, 357–360. doi:10.1057/palgrave.jibs.8400258

Suggested Citation

  • Randall Morck & Bernard Yeung, 2007. "History in perspective: comment on Jones and Khanna ‘Bringing history (back) into international business’," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 38(2), pages 357-360, March.
    • Handle: RePEc:pal:jintbs:v:38:y:2007:i:2:p:357-360
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    Citations

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    Cited by:

    1. Christopher Kobrak & Michael-Jörg Oesterle & Björn Röber, 2018. "Escape FDI and the Varieties of Capitalism: Why History Matters in International Business," Management International Review, Springer, vol. 58(3), pages 449-464, June.
    2. Ishva Minefee & Marcelo Bucheli, 2021. "MNC responses to international NGO activist campaigns: Evidence from Royal Dutch/Shell in apartheid South Africa," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(5), pages 971-998, July.
    3. Chris Carr & Suzanne Bateman, 2009. "International Strategy Configurations of the World’s Top Family Firms," Management International Review, Springer, vol. 49(6), pages 733-758, December.
    4. Morck, Randall & Yeung, Bernard, 2011. "Economics, History, and Causation," Business History Review, Cambridge University Press, vol. 85(1), pages 39-63, April.
    5. Ilgaz Arikan & Oded Shenkar, 2022. "Neglected elements: What we should cover more of in international business research," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 53(7), pages 1484-1507, September.
    6. Paloma Fernández Pérez, 2015. "Impacto de la crisis en las grandes empresas familiares del mundo. Una primera aproximación cuantitativa para 11 países," Documentos de Trabajo (DT-AEHE) 1512, Asociación Española de Historia Económica.

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