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‘Wireless Apostles’ and ‘Global Emperors’: Strategies for Domination in a Global Arena

In: Creating Value through International Strategy

Author

Listed:
  • Mitchell P. Koza
  • Silviya Svejenova
  • Luis Vives

Abstract

When competing in industries that are global, or are in the process of globalization, some scholars and practitioners have argued that firms either become global — developing more or less isomorphic strategies — or perish (Marquardt 1999; Duysters and Hagedoorn 2001). Others, however, have acknowledged that becoming a global player is not a universal solution and that there is more than one type of international strategy viable in a global context (Yip 1989). The main argument of this chapter is that not all companies can or should forge a global strategy (Hout, Porter and Rudden 1982). Certain environmental and internal firm characteristics may drive the firm to pursue different strategic pathways to gain influence and enhance performance in such industries.

Suggested Citation

  • Mitchell P. Koza & Silviya Svejenova & Luis Vives, 2004. "‘Wireless Apostles’ and ‘Global Emperors’: Strategies for Domination in a Global Arena," Palgrave Macmillan Books, in: Africa Ariño & Pankaj Ghemawat & Joan E. Ricart (ed.), Creating Value through International Strategy, chapter 19, pages 238-253, Palgrave Macmillan.
  • Handle: RePEc:pal:palchp:978-0-230-00556-3_19
    DOI: 10.1057/9780230005563_19
    as

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