Abstract
No matter what strategy managers choose, cross-national differences in states' strategic capabilities and objectives affect multinational corporations' capabilities to manage interdependent operations. In this paper, we develop four attribute dimensions along which states' strategic economic capabilities vary. We then apply these dimensions to show how they contribute to familiar international business models of managerial process, MNC strategy and organizational structure, and country competitiveness.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
Author information
Authors and Affiliations
Additional information
*The authors are associate professors of strategic management and organization at the Carlson School of Management, University of Minnesota. Much of the research represented here took place at the University of Michigan, where Stefanie Lenway was a visiting scholar and Tom Murtha was assistant professor of international business.
Rights and permissions
About this article
Cite this article
Lenway, S., Murtha, T. The State as Strategist in International Business Research. J Int Bus Stud 25, 513–535 (1994). https://doi.org/10.1057/palgrave.jibs.8490210
Received:
Revised:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1057/palgrave.jibs.8490210