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There are 656504 results for: content related to: Erratum: Correction to ‘Strategic Modularity and the Architecture of Multinational Firm’

  1. Strategic Modularity and the Architecture of Multinational Firm

    Global Strategy Journal

    Volume 3, Issue 1, February 2013, Pages: 1–7, Gerald McDermott, Ram Mudambi and Ronaldo Parente

    Version of Record online : 10 JAN 2013, DOI: 10.1111/j.2042-5805.2012.01051.x

    Corrected by:

    Erratum: Erratum: Correction to ‘Strategic Modularity and the Architecture of Multinational Firm’

    Vol. 3, Issue 2, 204, Version of Record online: 3 MAY 2013

  2. The Outsourcing Strategy of Local and Multinational Firms: A Supply Base Perspective

    Global Strategy Journal

    Volume 4, Issue 1, February 2014, Pages: 20–34, Michael J. Mol and Chris Brewster

    Version of Record online : 7 FEB 2014, DOI: 10.1111/j.2042-5805.2013.01070.x

  3. Global Strategy Journal second launch issue: comments from the co-editors

    Global Strategy Journal

    Volume 1, Issue 3-4, November 2011, Pages: 187–190, Stephen Tallman and Torben Pedersen

    Version of Record online : 18 OCT 2011, DOI: 10.1002/gsj.27

  4. Global Strategy Journal third launch issue: Co-editors' introduction

    Global Strategy Journal

    Volume 2, Issue 1, February 2012, Pages: 1–2, Stephen Tallman and Torben Pedersen

    Version of Record online : 13 FEB 2012, DOI: 10.1002/gsj.1024

  5. Modularity-as-Property, Modularization-as-Process, and ‘Modularity'-as-Frame: Lessons from Product Architecture Initiatives in the Global Automotive Industry

    Global Strategy Journal

    Volume 3, Issue 1, February 2013, Pages: 8–40, John Paul MacDuffie

    Version of Record online : 10 JAN 2013, DOI: 10.1111/j.2042-5805.2012.01048.x

  6. Editors’ Comment on Research Platforms: Global Stakeholder strategy special topic forum

    Global Strategy Journal

    Volume 3, Issue 4, November 2013, Pages: 322–324, Stephen Tallman and Torben Pedersen

    Version of Record online : 15 OCT 2013, DOI: 10.1111/j.2042-5805.2013.01065.x

  7. Global strategy formulation and learning from the field: Three modes of comparative learning and a case illustration

    Global Strategy Journal

    Volume 2, Issue 1, February 2012, Pages: 51–70, Mary Yoko Brannen and Christopher J. Voisey

    Version of Record online : 13 FEB 2012, DOI: 10.1002/gsj.1022

  8. How Industry Architectures Shape Firm Success when Expanding in Emerging Economies

    Global Strategy Journal

    Volume 3, Issue 2, May 2013, Pages: 150–170, Michael G. Jacobides and Alina Kudina

    Version of Record online : 3 MAY 2013, DOI: 10.1111/j.2042-5805.2013.01054.x

  9. The launch of Global Strategy Journal: Comments from the co-editors

    Global Strategy Journal

    Volume 1, Issue 1-2, May 2011, Pages: 1–5, Stephen Tallman and Torben Pedersen

    Version of Record online : 13 MAY 2011, DOI: 10.1002/gsj.9

  10. A ‘core-periphery’ framework to navigate emerging market governments—qualitative evidence from a biotechnology multinational

    Global Strategy Journal

    Volume 2, Issue 1, February 2012, Pages: 71–87, Choudhury Prithwiraj, Geraghty James A. and Khanna Tarun

    Version of Record online : 13 FEB 2012, DOI: 10.1002/gsj.1021

  11. The strategic assembly of global firms: A microstructural analysis of local learning and global adaptation

    Global Strategy Journal

    Volume 1, Issue 1-2, May 2011, Pages: 27–46, Mitchell P. Koza, Stephen Tallman and Aylin Ataay

    Version of Record online : 13 MAY 2011, DOI: 10.1002/gsj.4

  12. Within-Country Growth Options Versus Across-Country Switching Options in Foreign Direct Investment

    Global Strategy Journal

    Volume 4, Issue 2, May 2014, Pages: 127–142, Sangcheol Song, Mona Makhija and Seung-Hyun Lee

    Version of Record online : 4 MAY 2014, DOI: 10.1111/j.2042-5805.2014.1073.x

  13. The Mutual Impact of Global Strategy and Organizational Learning: Current Themes and Future Directions

    Global Strategy Journal

    Volume 5, Issue 2, May 2015, Pages: 85–112, Jasper J. Hotho, Marjorie A. Lyles and Mark Easterby-Smith

    Version of Record online : 22 APR 2015, DOI: 10.1002/gsj.1097

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    Erratum: Correction to “Research Perspective Article”

    Global Strategy Journal

    Volume 3, Issue 3, August 2013, Page: 281,

    Version of Record online : 31 JUL 2013, DOI: 10.1111/j.2042-5805.2013.01061.x

    This article corrects:

    So Close Yet So Far: Integrating Global Strategy and Nonmarket Research

    Vol. 3, Issue 2, 171–194, Version of Record online: 3 MAY 2013

  15. You have free access to this content
    Erratum: Embracing the second best? Synchronization of reform speeds, excess high discretion slack, and performance of transition economy firms

    Global Strategy Journal

    Volume 4, Issue 3, August 2014, Pages: 238–239,

    Version of Record online : 23 JUL 2014, DOI: 10.1002/gsj.1081

  16. Competitive Advantage and the Existence of the Multinational Corporation: Earlier Research and the Role of Frictions

    Global Strategy Journal

    Volume 4, Issue 1, February 2014, Pages: 49–54, Christian Geisler Asmussen and Nicolai J. Foss

    Version of Record online : 7 FEB 2014, DOI: 10.1111/j.2042-5805.2013.01068.x

  17. A dynamic perspective on subsidiary autonomy

    Global Strategy Journal

    Volume 1, Issue 3-4, November 2011, Pages: 301–316, Björn Ambos, Kazuhiro Asakawa and Tina C. Ambos

    Version of Record online : 18 OCT 2011, DOI: 10.1002/gsj.25

  18. You have free access to this content
    Acquisitions as entrepreneurship: asymmetries, opportunities, and the internationalization of multinationals from emerging economies

    Global Strategy Journal

    Volume 2, Issue 1, February 2012, Pages: 26–40, Anoop Madhok and Mohammad Keyhani

    Version of Record online : 13 FEB 2012, DOI: 10.1002/gsj.1023

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    Emerging market multinationals and the theory of the multinational enterprise

    Global Strategy Journal

    Volume 2, Issue 3, August 2012, Pages: 168–187, Jean-François Hennart

    Version of Record online : 13 AUG 2012, DOI: 10.1111/j.2042-5805.2012.01038.x

  20. The problem of control and the role of home–host ties in explaining multinationals' foreign operations, competitiveness, and performance

    Global Strategy Journal

    Volume 1, Issue 3-4, November 2011, Pages: 362–376, Subramanian Rangan and Aldemir Drummond

    Version of Record online : 18 OCT 2011, DOI: 10.1002/gsj.18