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The international strategy of state‐owned firms: An organizational process and politics perspective

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  • Renato Mazzolini

Abstract

This paper focuses on European government‐controlled enterprises (GCEs) which are normal commercial undertakings (e.g. Renault, ENI, British Leyland, Salzgitter) as opposed to public monopolies (e.g. electric or telephone companies). It asks why such companies do or do not go international and what is distinctive about their international strategy and why.

Suggested Citation

  • Renato Mazzolini, 1980. "The international strategy of state‐owned firms: An organizational process and politics perspective," Strategic Management Journal, Wiley Blackwell, vol. 1(2), pages 101-118, April.
    • Handle: RePEc:bla:stratm:v:1:y:1980:i:2:p:101-118
    DOI: 10.1002/smj.4250010202
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    Cited by:

    1. Kari Liuhto, 2018. "A Lesson from two Failed Foreign Investments: the Foreign (Ad)Venture of two Finnish State-Owned Enterprises," Outlines of global transformations: politics, economics, law, Center for Crisis Society Studies, vol. 11(1).
    2. Sergio Mariotti & Riccardo Marzano, 2019. "Varieties of capitalism and the internationalization of state-owned enterprises," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 50(5), pages 669-691, July.
    3. Cuervo-Cazurra, Alvaro & Li, Cheng, 2021. "State ownership and internationalization: The advantage and disadvantage of stateness," Journal of World Business, Elsevier, vol. 56(1).
    4. Götz Marta & Jankowska Barbara, 2016. "Internationalization by State-owned Enterprises (SOEs) and Sovereign Wealth Funds (SWFs) after the 2008 Crisis. Looking for Generalizations," International Journal of Management and Economics, Warsaw School of Economics, Collegium of World Economy, vol. 50(1), pages 63-81, June.

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