Browsing by Author "Pedersen, Torben"
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Feeling Its Way in an Unfamiliar EnvironmentPedersen, Torben; Petersen, Bent (København, 2002)[More information][Less information]
Abstract: This empirical study addresses the question of how foreign market unfamiliarity of entrant firms develops post-entry. Three different predictions of post-entry change of foreign market unfamiliarity are derived from the literature on firms’ internationalization process. The predictions are made subject to empirical examination using a set of primary data of current (i.e. at the point in time of mail interviews) foreign operation business operations reported by managers of Danish international firms. The empirical study gives insight to the incidence and character of the so-called ‘shock effect’ in relation to foreign market entry: the phenomenon of entrant firms’ inclination to underestimate differences between the home and host country in terms of the business environment. The data support the supposition that entrant firms in general are exposed to a ‘shock effect’. On average, the foreign market unfamiliarity as perceived by the entrant firms peaks seven years after entry. The company data indicate that entrant firms in general experience the shock effect in relation to entry of adjacent, rather than distant, countries. Hence, the ‘psychic distance paradox’ hypothesis is supported. Also, the data suggest that the shock effect befalls producers of customized products, but not producers of standardized products, and furthermore, entrant firms in general experience the shock effect in relation to acquisition of tacit rather than explicit knowledge. Key words: Internationalization process of firms, liability of foreignness, learning, shock effect. URI: http://hdl.handle.net/10398/6904 Files in this item: 1
linkwp02-17.pdf (237.2Kb) -
Kumar, Vikas; Pedersen, Torben; Zattoni, Alessandro (København, 2008)[More information][Less information]
Abstract: Manuscript Type: Empirical Research Question/Issue: Institutional and transaction costs theories highlight the idea that group affiliated firms outperform unaffiliated firms in emerging economies. The persistence of superior performance for group affiliated firms is, however, questioned by the fast and recent development of markets and institutions in these countries. In this article, we explore this link between firm performance and the evolution of institutional environment. Research Findings/Insights: The setting of the empirical investigation is India in the postreform era (post 1990). We test for effects of business group affiliation on firm performance over a 17 year time period from 1990 to 2006. Our findings show that (i) the performance benefits of group affiliation erode with the evolution of the institutional environment; (ii) older affiliated firms are better able to cope with institutional transition than younger affiliated firms; (iii) service-sector affiliated firms are better able to cope with institutional transition than manufacturing-sector affiliated firms. Theoretical/Academic Implications: Our findings both support the institution- and transaction costs-based theory of business groups, and extends it by incorporating a dynamic and longitudinal component. They also demonstrate – in line with recent works - that the benefits of group membership differ for different types of member firms. Practitioner/Policy Implications: The article has implications for both managers and policy makers. Managers of business groups should timely adapt their strategy to the evolution of the institutional environment. Policy makers should, instead, devote attention to the consequences of their policies because they may undermine the efficiency of large national companies. URI: http://hdl.handle.net/10398/7430 Files in this item: 1
smg wp 2008-25.pdf (191.1Kb) -
Ledelsesmæssige udfordringerArlbjørn, Jan Stentoft; Wæhrens, Brian Vejrum; Johansen, John; Pedersen, Torben (Frederiksberg, 2009)[More information][Less information]
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wherefrom and whereto?Petersen, Bent; Pedersen, Torben; Sharma, Deo (København, 2001)[More information][Less information]
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The importance of technology embeddednessAndersson, Ulf; Forsgren, Mats; Pedersen, Torben (København, 2000)[More information][Less information]
Abstract: Previous versions of this paper have been presented at the Nordic International Business conference in Oslo, May 1998, the conference in Organizational Studies at Stanford University in September 1998 and at the annual MESO conference at Duke University in May 1999. We thank the participants at these seminars for their valuable comments and suggestions. Two anonymous reviewers insightful comments and suggestions is also acknowledged. The Jan Wallander scholarship from Handelsbanken’s research foundation is greatly appreciated by Ulf Andersson. URI: http://hdl.handle.net/10398/6865 Files in this item: 1
linkwp24.pdf (181.9Kb) -
The Role of Sources of Subsidiary Knowledge and Organizational ContextFoss, Nicolai Juul; Pedersen, Torben (København, 2000)[More information][Less information]
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The Role of Sources of Subsidiary Knowledge and Organizational ContextFoss, Nicolai Juul; Pedersen, Torben (København, 2000)[More information][Less information]
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Abstract: Much had happened since the CEO of Vestas Wind Systems A/S, Ditlev Engel, broadcast the company’s new corporate strategy – The Will to Win 2005-2008 – from headquarters in Randers, Denmark to all Vestas employees worldwide in 2005. Vestas, the market-leading producer of high-tech wind turbines, had since a merger the year before with a Danish turbine producer experienced financial difficulties, and management was therefore replaced with fresh leadership that could bring the Danish company to new heights. With the new management came a radical reorganization and the announcement of several new strategic initiatives. As Engel stated, “These initiatives are aimed at increasing effectiveness in all areas of Vestas’s business. We will professionalize our dialogue with the customers, we will improve the quality of our products and we will be much more effective in all that we do.” 1 The charismatic CEO also argued that “by the implementation of The Will to Win, we create a new global Vestas. This work will, no doubt, be exciting and very hard. At the same time, it will require the will to change in all of us and I am confident that we at Vestas can meet this challenge.” URI: http://hdl.handle.net/10398/7825 Files in this item: 1
SMG WP 2009-05.pdf (401.3Kb) -
Ørberg Jensen, Peter D.; Pedersen, Torben (København, 2007)[More information][Less information]
Abstract: In this article, we explore the idea that offshoring of services and technical work should be regarded as a dynamic process that evolves over time. Firms gradually move from offshoring of simple, standardized activities towards offshoring of advanced activities when they accumulate experience with offshoring, and this type of offshoring comes with an entirely different set of characteristics compared to traditional, cost-seeking offshoring. Based on a unique survey among the total population of firms in the eastern region of Denmark, we analyze some of the dynamics of this process through a model that incorporates two different aspects of the process of offshoring. First, we approach the question of whether to offshore and establish a baseline that investigates the determinants of firms’ participation—or lack thereof—in offshoring. Secondly, we approach the question of what to offshore and the subsequent process of offshoring, as we analyze the determinants of the offshoring of advanced, highend technical, and service activities. The findings are consistent with the notion of offshoring as a dynamic process as they show how some (cost-related) determinants play a role when firms first engage in offshoring, while rather different determinants matter for the subsequent process of offshoring of advanced activities. Although the model portrays a simplified expression of the offshoring process with two stages, the findings underpin our view that a process perspective on offshoring is a useful analytical framework. Keywords: Offshoring dynamics, and service offshoring URI: http://hdl.handle.net/10398/7419 Files in this item: 1
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