Learning through International Strategic Alliances: Processes and Factors that Enhance Marketing Strategy Effectiveness

Intensified competitive, technological, and market pressures have made organizational learning a critical imperative in global strategy effectiveness. Firms can learn through experience and from three processes that involve other firms: imitation, grafting, and synergism. Interpartner learning has become critical, since experiential learning is insufficient for most firms. Responds to calls for a broadened role of marketing and synthesizes and extends research from organization behaviour and strategic management to the field of marketing to fuel further academic inquiry. Based on an extension of Chandler′s strategy‐structure‐performance paradigm, develops propositions on how the environment, organizational culture, strategy, and structure can affect a company′s use of interpartner learning and its effectiveness in learning through strategic alliances. Provides several managerial implications to help improve marketers′ abilities to compete effectively in today′s dynamic, global business environment

Post-Acquisition Strategies of Emerging Market Internationalizing Enterprises: The State of the Art in Research and Future Research Directions

A significant transformation in the world economy in the past few decades has been the emergence of internationalizing firms from the emerging economies to world markets. This phenomenon has received prominent research attention in the literature. Yet, post-expansion challenges faced by these firms and the strategies they have employed in gaining strategic advantages in their host markets and in transferring knowledge and capabilities to their home market firms has not been studied as extensively. This has led to a fragmented picture underscoring the need for a literature inventory and a prospective look forward. In this paper, we address this need by taking stock of the current literature, paint a synthesized picture of that literature’s landscape, and forward questions for future research. We also comment on the contributions that appear in this volume to fuel scholarly discussion on the questions raised in these papers

Does Culture Affect how People Receive and Resist Persuasive Messages? Research Proposals about Resistance to Persuasion in Cultural Groups

Abstract Even though persuasion has been a widely researched topic in consumer behavior, the great majority of these studies have involved American consumers and focused on persuasion itself, with very few addressing resistance to persuasive attempts. None has addressed resistance to persuasion in a cross-cultural context. We aim to contribute to closing this gap in the literature with this paper. Specifically, we aim to expand knowledge of the persuasive process by applying the cultural dimensions of self-construal and face negotiation theories to Gopinath and Nyer’s (2009) work conducted on American consumers about the effect of public commitment on resistance to persuasion. Our research focus is on why people from different ethnic/cultural backgrounds will receive or resist persuasive messages differently. We anchor this notion in face negotiation theory (Ting-Toomey, 2005). This perspective addresses different types of facework behaviors that people choose in a multicultural environment, thus shedding light on processes underlying persuasion and resistance to persuasion mechanisms as influenced by culture. Understanding the effects of cultural differences on a person’s reception of, or resistance to, counter-attitudinal persuasion should be valuable to managers who make decisions about cultural adaptations and target audience changes

Dynamic learning and strategic alliances: A commentary essay

Strategic alliances and the learning benefits they foster in partner firms inspire a rich literature in the organizational sciences. Part of this literature asks whether or not alliances drive dynamic learning opportunities and thus help partner firms create or enhance dynamic competitive capabilities. Chen, Lee, and Lay (2010) show that alliances do foster the development of dynamic competitive capabilities and do this through dynamic learning mechanisms. This commentary essay critiques the merits of the authors' potential contributions to extant theory and managerial practice and offers new questions for further research.Dynamic learning Strategic alliances Extant theory