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Administrative Orientation and International Performance

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  • William H Davidson

    (University of Virginia)

Abstract

A recent trend in international management research has been the development of contingency models that identify optimal planning and management modes for international business units, given key characteristics of the product, market, and industry. In practice, however, planning and management modes appear to be dictated not only by external market and industry conditions, but also by internal aspects of the firm’s administrative orientation. The intent of this paper is to examine how aspects of the firm’s administrative orientation influence the choice of management modes, and to examine how the choice of management modes impacts international performance.© 1984 JIBS. Journal of International BusinessStudies (1984) 15, 11–23

Suggested Citation

  • William H Davidson, 1984. "Administrative Orientation and International Performance," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 15(2), pages 11-23, June.
    • Handle: RePEc:pal:jintbs:v:15:y:1984:i:2:p:11-23
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    Cited by:

    1. Richards, Malika, 2000. "Control exercised by U.S. multinationals over their overseas affiliates: does location make a difference?," Journal of International Management, Elsevier, vol. 6(2), pages 105-120.
    2. Ref, Ohad, 2015. "The relationship between product and geographic diversification: A fine-grained analysis of its different patterns," Journal of International Management, Elsevier, vol. 21(2), pages 83-99.

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