Session 15

Internationalization II

Track A

Date: Sunday, December 16, 2012

 

Time: 10:45 – 12:00

Paper

Room: Meeting Room 2


Session Chair:

  • Daniel Degravel, California State University, Northridge

Title: Diary Studies in International Management

Authors

  • Christiane Prange, Tongji University
  • Dong Bian, EMLYON Business School

Abstract: Knowledge is an accepted driver of managerial behaviour. In the context of the multinational firm (MNC), knowledge has been identified as a source of differences between headquarters and subsidiary decision-making. Authors refer to conflicting mindsets, perception gaps, or cognitive structures when they analyze knowledge. While a cognitive approach to international management has gained prominence, most studies still utilize quantitative methods. We promote a qualitative approach, especially when subconscious or tacit components of managerial knowledge structures are investigated. The diary method is a promising tool, which has been almost totally ignored in international business research. We explore the method’s potential by reporting illustrative empirical findings from both China and Europe. We propose both a research design and procedures for data analysis, using the software tool Leximancer.

Title: Eastern and Western Values Encounter's Impact on Small Chinese Businesses' Strategic and Managerial Practices

Authors

  • Daniel Degravel, California State University, Northridge

Abstract: Eastern and Western cultural systems are increasingly in contact/tension in the evolving international business world. The paper shows the necessity to adopt new approaches to understand better the complexity and dynamism of the culturally-laden phenomena at work in "business China". After positioning this issue, the paper presents empirical research to be undertaken on small Chinese businesses to explore the connection between national cultures and their strategic and management practices

Title: Internationalization Strategies of Luxury Firms in China: The Role of Design and Marketing Capabilities

Authors

  • Eleonora Di Maria, University of Padova
  • Marco Bettiol, University of Padova
  • Maria Chiarvesio, University of Udine
  • Raffaella Tabacco, University of Udine

Abstract: Studies on emerging markets depicted the economic, social and institutional peculiarities of those markets by emphasizing opportunities and threats for Western companies. China in particular offers growing market chances, even for luxury firms. On the on hand, studies emphasize the global approach to markets in luxury. On the other hand, the uncertainty and cultural distance characterizing the Chinese market increase the risks of a firm’s standardized strategy. The paper aims at investigating internationalization strategies of luxury firms in China by exploring the role of design and marketing capabilities, based on the case study of an Italian company – Bisazza. Results highlight the success of a global design-driven brand strategy, but also the need of adapting the distribution and product management to cope with the Chinese context.

Title: Toward an Integrative Model of Global Business Strategy

Authors

  • Xin Li, Copenhagen Business School

Abstract: In this paper, we first review the development of the strategy field by introducing Hoskisson et al.’s (1999) notion of ‘swings of a pendulum’. With problematization of this notion, we then offer an alternative interpretation of the advancement of strategy knowledge, namely, a recursive fragmentation-integration-fragmentation-integration upward spiral. In response to the call for integrative approach to strategic management research, we propose an integrative model of global business strategy that aims at integrating not only strategy and IB but also the different paradigms within the strategy field. We also discuss the merit and limitation of our model.

All Sessions in Track A...

Sat: 09:00 – 09:30
Session 35: Conference Welcome
Sat: 09:30 – 10:45
Session 30: Keynote Plenary Panel: Competing and Cooperating in and for China
Sat: 11:15 – 12:30
Session 4: Competition and Adaptation
Session 11: Firm Boundaries and Growth
Session 19: Global Strategy
Session 26: Entrepreneurship in China
Sat: 13:45 – 15:00
Session 31: Plenary Panel II: Collaborative Strategies in and for China
Sat: 15:30 – 16:45
Session 6: CSR and Sustainable Development
Session 7: Entrepreneurship
Session 9: Executives and Incentives
Session 22: Panel: Innovation
Session 24: Managing Innovation Strategies
Sat: 17:00 – 18:15
Session 5: Corporate Governance
Session 8: Evolution and Ecosystems
Session 10: FDI
Session 12: Innovation Strategy
Session 27: FDI and Institutions
Sun: 09:00 – 10:15
Session 32: Plenary Panel III: Corporate Governance and Executive Leadership in the Age of Globalization
Sun: 10:45 – 12:00
Session 13: Institutions
Session 15: Internationalization II
Session 16: Networks
Session 29: Resources and Capabilities
Sun: 13:45 – 15:00
Session 33: Plenary Panel IV: Strategic Management Research in China - What is Next?
Sun: 15:30 – 16:45
Session 3: Alliances and Cooperation
Session 14: Internationalization I
Session 17: Social Capital
Session 28: Governance, Knowledge, and Cooperation
Sun: 17:00 – 18:00
Session 34: Executives Plenary Panel: Innovation Strategy in China


Strategic Management Society

China