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Management International Review

Erschienen in:

01.04.2011 | Editorial

International Integration and Coordination in MNEs

Implications for International Management

verfasst von: Prof. Rudolf R. Sinkovics, Assoc. Prof. Anthony S. Roath, Prof. S. Tamer Cavusgil

Erschienen in: Management International Review | Ausgabe 2/2011

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Abstract

The focus theme “International integration and coordination in MNEs—Implications for international management” is introduced and the motivation for this focus issue theme is outlined. The premise of the theme is the notion that the nature of organizational response to heightened global dynamism has changed. It is argued that the managerial mechanisms or “tools” necessary to accomplish coordination tasks have changed accordingly.
The manuscripts included in this focused issue capture this perspective building conceptual and empirical contributions. These include cross-border knowledge transfer, global strategy implementation, IT integration as enabler of MNE-supplier responsiveness, intra-firm architectural network configuration, regional integration perspectives from Latin America and integration and coordination in the global factory.

Nächster Artikel Exploring the Effects of Vertical and Lateral Mechanisms in International Knowledge Transfer Projects

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MANAGEMENT INTERNATIONAL REVIEW is a double-blind refereed journal that aims at the advancement and dissemination of research in the fields of International Management.

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Hätönen, J., & Eriksson, T. (2009). 30+ years of research and practice of outsourcing—Exploring the past and anticipating the future. Journal of International Management, 15(2), 142–155.CrossRef

Jean, R.-J. B., Sinkovics, R. R., & Cavusgil, S. T. (2010). Enhancing international customer–supplier relationships through IT resources: A study of Taiwanese electronics suppliers. Journal of International Business Studies, 41(7), 1218–1239.CrossRef

Kotabe, M., & Mudambi, R. (2009). Global sourcing and value creation: Opportunities and challenges. Journal of International Management, 15(2), 121–125.CrossRef

Lin, Z., Peng, M. W., Yang, H., & Sun, S. L. (2009). How do networks and learning drive M&As? An institutional comparison between China and the United States. Strategic Management Journal, 30(10), 1113–1132.CrossRef

Liu, C.-L. E., Ghauri, P. N., & Sinkovics, R. R. (2010). Understanding the impact of relational capital and organizational learning on alliance outcomes. Journal of World Business, 45(3), 237–249.CrossRef

Peng, M. W., & Pleggenkuhle-Miles, E. G. (2009). Current debates in global strategy. International Journal of Management Reviews, 11(1), 51–68.CrossRef

Peng, M. W., Sunny Li, S., Pinkham, B., & Hao, C. (2009). The institution-based view as a third leg for a strategy tripod. Academy of Management Perspectives, 23(3), 63–81.

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Shi, L. H., White, J. C., Zou, S., & Cavusgil, S. T. (2010). Global account management strategies: Drivers and outcomes. Journal of International Business Studies, 41(4), 620–638.CrossRef

Townsend, J. D., Cavusgil, S. T., & Baba, M. L. (2010). Global integration of brands and new product development at general motors. Journal of Product Innovation Management, 27(1), 49–65.CrossRef

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Titel: International Integration and Coordination in MNEs
Implications for International Management
verfasst von: Prof. Rudolf R. Sinkovics
Assoc. Prof. Anthony S. Roath
Prof. S. Tamer Cavusgil
Publikationsdatum: 01.04.2011
Verlag: SP Gabler Verlag
Erschienen in: Management International Review / Ausgabe 2/2011
Print ISSN: 0938-8249
Elektronische ISSN: 1861-8901
DOI: https://doi.org/10.1007/s11575-011-0076-1

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Weitere Artikel der Ausgabe 2/2011

Achieving Subsidiary Integration in International Innovation by Managerial “Tools”

International Integration and Coordination in the Global Factory

Does IT Integration Really Enhance Supplier Responsiveness in Global Supply Chains?

A Commentary on Peter Buckley’s Writings on the Global Factory

Effective Global Strategy Implementation

Organizational Responses to Regional Integration Among MNEs in Latin America

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