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Innovative international strategies

Author

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  • Calori, Roland
  • Melin, Leif
  • Atamer, Tugrul
  • Gustavsson, Peter

Abstract

The analysis of practitioners' narratives in four industries--cables and wires, paint, footwear chocolate, and sugar confectionery--shows that innovative international strategies drive the dynamics of international competition. The four industry case studies suggest an empirical classification of innovative international strategies based on four main dimensions: nature of the firm's competitive advantage, process of internationalization, segment scope, and level of coordination across borders. From these dimensions derive six types of innovative international strategies that change the rules of competition. The findings support a proactive view of economic development and strategic management. This framework can inspire decision makers in charge of crafting consistent and effective international strategies, as it shows that strategic choice can transform industry structure.

Suggested Citation

  • Calori, Roland & Melin, Leif & Atamer, Tugrul & Gustavsson, Peter, 2000. "Innovative international strategies," Journal of World Business, Elsevier, vol. 35(4), pages 333-354, January.
    • Handle: RePEc:eee:worbus:v:35:y:2000:i:4:p:333-354
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    References listed on IDEAS

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    1. Julian Birkinshaw & Allen Morrison & John Hulland, 1995. "Structural and competitive determinants of a global integration strategy," Strategic Management Journal, Wiley Blackwell, vol. 16(8), pages 637-655.
    2. Roland Calori & Gerry Johnson & Philippe Sarnin, 1994. "Ceos' cognitive maps and the scope of the organization," Strategic Management Journal, Wiley Blackwell, vol. 15(6), pages 437-457, July.
    3. Raymond Vernon, 1966. "International Investment and International Trade in the Product Cycle," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 80(2), pages 190-207.
    4. C. K. Prahalad & Gary Hamel, 1994. "Strategy as a field of study: Why search for a new paradigm?," Strategic Management Journal, Wiley Blackwell, vol. 15(S2), pages 5-16, June.
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    Cited by:

    1. Hagen, Birgit & Zucchella, Antonella & Cerchiello, Paola & De Giovanni, Nicolò, 2012. "International strategy and performance—Clustering strategic types of SMEs," International Business Review, Elsevier, vol. 21(3), pages 369-382.
    2. Antonella Zucchella & Birgit Hagen & Stefano Denicolai & Monica Masucci, 2016. "Early and accelerated internationalisation: the role of the niche strategy in a new generation of exporters," International Journal of Export Marketing, Inderscience Enterprises Ltd, vol. 1(1), pages 27-47.
    3. Shukla, Paurav, 2011. "Impact of interpersonal influences, brand origin and brand image on luxury purchase intentions: Measuring interfunctional interactions and a cross-national comparison," Journal of World Business, Elsevier, vol. 46(2), pages 242-252, April.
    4. Knight, Gary A. & Liesch, Peter W., 2016. "Internationalization: From incremental to born global," Journal of World Business, Elsevier, vol. 51(1), pages 93-102.
    5. Burpitt, William J. & Rondinelli, Dennis A., 2004. "Foreign-owned companies' entry and location strategies in a U.S. market: a study of manufacturing firms in North Carolina," Journal of World Business, Elsevier, vol. 39(2), pages 136-150, May.
    6. Młody Michał & Stępień Beata, 2020. "Principles of reshoring development in luxury goods sector," International Journal of Management and Economics, Warsaw School of Economics, Collegium of World Economy, vol. 56(2), pages 140-158, June.
    7. Młody Michał & Stępień Beata, 2020. "Principles of reshoring development in luxury goods sector," International Journal of Management and Economics, Warsaw School of Economics, Collegium of World Economy, vol. 56(2), pages 140-158, June.
    8. Mendez, Ariel, 2003. "The coordination of globalized R&D activities through project teams organization: an exploratory empirical study," Journal of World Business, Elsevier, vol. 38(2), pages 96-109, May.

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