Browsing by Author "Petersen, Bent"
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A theoretical perspectivePetersen, Bent; Welch, Lawrence S.; Benito, Gabriel R.G. (København, 2008)[More information][Less information]
Abstract: Internalisation theory informs us about why and when multinational enterprises (MNEs) internalise foreign operations, but has less to say about how the internalisation should be prepared and exercised when foreign market operations initially are carried out by local, outside agents. Drawing on insights from managerially-oriented literature, this paper explores the role of management in situations where the market transaction costs of using outside agents are negligible at market entry, but grow over time. A key question pertaining to this situation is: what management instruments may ensure persistent concurrence between changing pressure for internalisation in a foreign market and the effectuated internalisation of an MNE in that market? Management instruments and strategies that potentially support ‘staged internalisation’ include appropriation of the local outside agent’s financial assets (including equity) as well as non-financial assets in relation to user rights, customer relations, and value added activities. URI: http://hdl.handle.net/10398/7454 Files in this item: 1
smg wp 2008-07.pdf (436.9Kb) -
Pedersen, Torben; Sharma, Deo; Petersen, Bent (København, 2001)[More information][Less information]
Abstract: This large-scale study explores the performance implications of different combinations of knowledge sourcing and transfer mechanisms of multinational corporations (MNCs). The focus is on transfer of internationalization knowledge. After having acquired knowledge in foreign markets, the MNCs face a choice as to the mechanism used for transferring this knowledge to other units of the corporation. MNCs can use "rich communication media" that are able to transfer experiential knowledge as acquired originally. Alternatively, the MNCs may aim to codify the knowledge in written media in order to transfer it to other units. A wrong choice of transfer mechanism may result in unnecessarily high communication costs or impaired quality of the knowledge subject to transfer. On the basis of data on Danish MNCs the performance implications of the transfer mechanism choice is examined. URI: http://hdl.handle.net/10398/6890 Files in this item: 1
linkwp01-6.pdf (177.2Kb) -
Hansen, Michael W.; Pedersen, Torben; Petersen, Bent (København, 2007)[More information][Less information]
Abstract: The paper addresses the question of which implications MNC strategies have to FDI linkage effects in developing countries. Two contrasting MNC strategies reflecting an integration-responsiveness dichotomy are scrutinized as to their job effects on local linkage partners in developing countries. It is hypothesized that compared to investments undertaken by MNCs following strategies of global integration, investments of MNCs pursuing local responsiveness create more jobs but imply less job upgrading in developing countries. The hypotheses are tested on a sample of Danish MNCs with extensive investments in developing countries. URI: http://hdl.handle.net/10398/7468 Files in this item: 1
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Benito, Gabriel R. G.; Petersen, Bent; Welch, Lawrence S. (Frederiksberg, 2010)[More information][Less information]
Abstract: An enduring characteristic of extant literature on foreign operation modes is its discrete choice approach, where companies are assumed to choose one among a small number of distinctive alternatives. In this paper we use detailed information about the operations of six Norwegian companies in three key markets (China, UK and USA) as the basis for an exploration of the extent to which, and how and why, companies combine clearly different foreign operation modes. We examine their use of foreign operation mode combinations within given value activities as well as within given countries. The study reveals that companies tend to combine modes of operation; thereby producing unique foreign operation mode “packages” for given activities and/or countries, and that the packages are liable to be modified over time – providing a potentially important optional path for international expansion. Our data show considerable variation across cases; ranging from extensive use of mode combinations to a singular focus on a specific mode of operation. The study contributes to a refinement of our understanding of the path of internationalisation, and throws up a number of awkward theoretical questions about the process. URI: http://hdl.handle.net/10398/8219 Files in this item: 1
Benito_Petersen_Welch_SMG_WP_9_2010.pdf (237.6Kb) -
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Abstract: While the extant literature on offshore outsourcing deals with this operation mode in isolation, and typically with a focus on cost effects, we address the broader question of how companies choose and use outsourcing as part of foreign operation mode development and as a contributor to internationalization. We use a case study of the Danish company SimCorp and the development of its operations in Kiev, Ukraine, to show how learning in various forms, control concerns, and relations with foreign partners may interact and build momentum for mode change. SimCorp’s experience demonstrates that outsourcing can be used proactively to promote expanded international operations. URI: http://hdl.handle.net/10398/8360 Files in this item: 1
SMG WP 9_2011_Ny udg_28nov2011.pdf (144.2Kb) -
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) -
Hashai, Niron; Asmussen, Christian G.; Benito, Gabriel R. G.; Petersen, Bent (København, 2007)[More information][Less information]
Abstract: This paper expands entry mode literature by referring to multiple modes exerted in different value chain activities within and across host markets, rather than to a single entry mode at the host market level. Scale of operations and knowledge intensity are argued to affect firms’ entry mode diversity across value chain activities and host markets. Analyzing a sample of Israeli based firms we show that larger firms exhibit a higher degree of entry mode diversity both across value chain activities and across host markets. Higher levels of knowledge intensity are also associated with more diversity in firms’ entry modes across both dimensions. URI: http://hdl.handle.net/10398/7445 Files in this item: 1
smg wp 2007-003.pdf (676.1Kb) -
within mode changes and mode additionsPetersen, Bent; Welch, Lawrence S.; Nielsen, Kim V. (København, 1999)[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 case of India's software industryPatibandla, Murali; Petersen, Bent (København, 2001)[More information][Less information]
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Now showing items 21-30 of 30