Analyzing Corporate Cultures in Approaching the Global MarketplaceJan 1, 1990 Frederick E. Webster, Jr. and Rohit Deshpande, 1990, 90-111
Examines the effects of corporate culture on international organizations; analyzes five organizational paradigms and develops managerial implications for each.
How Multinationals Can Cope With Gray Market ImportsJan 1, 1987 S. Tamer Cavusgil and Ed Sikora, 1987, 87-109
Classifies types of strategic actions management can take to counteract gray market activity; illustrates arguments with examples of how multinational corporations have acted when confronted with gray market competition.
Does Country-of-Origin Matter? Some Findings from a Cross-Cultural Study of Consumer Views About Foreign ProductsJan 1, 1987 N. G. Papadopoulos, L. A. Heslop, F. Graby, and G. Avlonitis, 1987, 87-104
Explores key dimensions of the country-of-origin issue; relates the "made in" image of a product to the total image of that product at the instant a consumer makes a purchase decision.
The Multinational Corporation’s Degree of Control over Foreign Subsidiaries: An Empirical Test of a Transaction Cost ExplanationJan 1, 1987 Hubert Gatignon, and Erin Anderson, 1987, 87-103
Proposes a transaction cost explanation for the degree of control (type of equity position) a multinational corporation will seek when it enters a new national market; uses data on 1,267 foreign market entried made by U.S. multinationals; and presents management implications.
Standardizing International Entry, Positioning, and Distribution StrategiesHanns Ostmeier, 1986, 86-111
Summaries of papers and discussions dealing with entry, positioning, and distribution strategies; counterpoints business and academic perspectives.
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