Skip to main content
SpringerLink
Log in

Regional Success Factor Model

  • Chapter
  • First Online:
Success Factors of Regional Strategies for Multinational Corporations

Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))

  • 1025 Accesses

Abstract

As we have previously illustrated, in the theoretical foundation of this work, the regional competitiveness of MNCs is influenced by the regional environment-strategy-structure relationship. As illustrated in Fig. 2.5, this consists of the strategic decision-making of regional management and of the regional products/services resulting from the development of FSAs according to the demands of the regional environment. These region-bound company strengths are factors of regional management and regional product/service configurations that: “[…] can contribute to survival, profitability, and growth beyond the geographic scope of a single nation […]” (Rugman 2005b: 50). This relationship of the organizational and strategic effectiveness of MNCs with their regional corporate success has been described to be contingent on contextual influences. More specifically, the regional success factors of MNCs – given by appropriate degrees of managerial decision-making autonomy and regional product/service adaptation – are highly internally contingent upon their regional orientation and highly externally contingent upon the inter-regional distance they face.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    Cf. Chap. 2.

  2. 2.

    As explained in Sect. 3.2.3.3, a formative specification between first-order constructs and second-order variables is generally more meaningful.

  3. 3.

    These relationships illustrate the sphere of the multidimensional construct (Giere et al. 2006: 683), which is comprised of causal (formative) effects between the dimension regional strategy development and its second-order construct regional management autonomy.

  4. 4.

    Cf. Sect. 2.1.2.3.

  5. 5.

    The firms include Wal-Mart from the retail industry, LaFarge of the cement industry, L’Oréal from the cosmetics industry, and McDonald’s of the food services industry (Rugman 2005b: 186, 189, 191).

  6. 6.

    In Fig. 4.2, we used “regional market development” as an abbreviation for “regional market and product/service development”.

  7. 7.

    The MNCs include Toyota, Citibank, Eli Lilly, Procter and Gamble, L’Oréal, Canon, Coca-Cola, and several firms from the chemical and the pharmaceutical industry (Rugman 2005b: 43, 45, 106, 117, 120, 122, 124, 134, 136, 162, 168, 185, 188).

  8. 8.

    Examples of production-related techniques include flexible manufacturing systems, just-in-time manufacturing, and total quality management (Verbeke 2009: 205–206).

  9. 9.

    Cf. Sect. 3.2.2.3.

  10. 10.

    In conformity with the previous chapter, this confirms the more meaningful, formative specification between first-order constructs and second-order variables (cf. Sect. 3.2.3.3).

  11. 11.

    According to our explanations in the previous chapter and in Sect. 3.2.3.3, we do generally assume the more meaningful, formative specification between first-order constructs and second-order variables.

  12. 12.

    These relationships show the causal (formative) effects between the latent first-order variable regional design and its second-order construct regional product/service adaptation, where the dimension regional design forms its higher order variable within the inner model (Chin 1998a: x).

  13. 13.

    Lehrer and Behnam (2009: 282, 284, 291) show that this may be achieved by specific design principles, such as modularity or programmability – where the former decomposes a product into separable components (e.g., standardization of selected car components and regional/local adaptation of others), while the latter reconciles standardization and adaptation for programmable products (e.g., use of standardized software for computers or industrial robots, and regional/local adaptation of their user-specific programming).

  14. 14.

    For example, Volkswagen’s “Fox” in Europe and South America is named “Lupo” in North America (Kulic 2009: 90).

  15. 15.

    Cf. Sect. 3.2.2.3.

  16. 16.

    In conformity with Kobrin (1991: 19) and Mauri and Phatak (2001: 240), Mauri and Sambharya (2003: 35) measure global integration as the inter-subsidiary product/service, or resource, flows – which are estimated by calculating the percentage of total sales that is generated within the firm and across geographic regions. Geographic restrictions to inter-subsidiary product/service flows can be suitably explained by regional product/service adaptations of MNCs, which lead to high intra-regional trade and product/service flows – typical for the regionalization of markets (Rugman 2000: 114; Rugman and Hodgetts 2001: 334) – resulting in moderate levels of global integration.

  17. 17.

    Cf. Sect. 3.2.2.3.

  18. 18.

    Cf. Sect. 5.2.2.

  19. 19.

    Cf. Sect. 2.3.2.1.

  20. 20.

    The MNC’s absorption of its international expansion relates to cross-border organizational learning, the processing of geographically dispersed knowledge by a firm’s management (Cohen and Levinthal 1990: 131–132, 134–135; Rugman 2005b: 75; Vermeulen and Barkema 2002: 641). The extent to which the need for management structures rises, due to an increasing international expansion of MNCs, is shown by the fact that the headquarters of companies with a wider geographical scope tend to be significantly larger (Collis et al. 2007: 394).

  21. 21.

    The fact that a firm’s geographic concentration has a positive influence on its performance – e.g., by means of aggregation advantages from shared resources and capabilities – has also been confirmed for a more restricted geographical space of MNCs at the sub-national level (Molina-Morales 2001: 291).

  22. 22.

    In Fig. 4.4, we utilized “administrative distance” as an abbreviation for “administrative/political/institutional distance”.

  23. 23.

    The regional management activities in their study included regional operational administration and regional market coordination activities – the former represented by regional human resource management (e.g., recruitment practices, career paths), and the latter by the coordination of intra-regional networks (e.g., input-related supply chains or R&D alliances, and output-related distribution keiretsu or retailers) (Collinson and Rugman 2008: 225–226). The fact that these 75 Asian MNCs are highly tied to the political, economic, social context and business infrastructures in their activities, has also been highlighted elsewhere by Rugman and Collinson (2006: 195).

  24. 24.

    This explains why political and cultural sensitivity are considered as important traits of regional managers (Lasserre and Probert 1998: 49).

  25. 25.

    In Tong and Reuer’s (2007: 215–216) findings, the risk-related negative effect on MNC performance is given by the downside risk of international investments, which is found to be an increasing function of the average cultural distance between a MNC’s home base and the host countries of its foreign subsidiary operations.

  26. 26.

    Cf. Sect. 4.1.1.

  27. 27.

    It should be noted that these geographical differences in the extent of competition faced by a MNC may be very different from its degree of its industry competition (Porter 1986: 17). For example, a MNC might be substantially exposed to a region-specific competition of a foreign host region (for example given by regional, or even local competitors), while these regional competitors of the foreign host region might not form part of the core competitors of its industry. Due to the fact that this work focuses on regional success factors of MNCs related to their regional competitiveness, we perceive a MNC’s regional competition as a more relevant control variable than its industry competition. However, while we will not control for industry competition, we will present industry-specific differences for the MNCs of our study (cf. Chap. 6).

  28. 28.

    Due to the complexity of the structural model of this work, the control variables are not explicitly depicted in Fig. 4.6. It should be noted, however, that they are modeled as two additional, exogenous control variables on regional success, each being measured by only one reflective manifest variable (Reinartz et al. 2004: 295) – firm size, or respectively, regional competition.

  29. 29.

    The respective latent constructs and their measurement models have been described in the previous chapter.

References

  • Agarwal, J., Malhotra, N. K., & Wu, T. (2002). Does NAFTA influence Mexico’s product image? A theoretical framework and an empirical investigation in two countries. Management International Review, 42(4), 441–471.

    Google Scholar 

  • Albers, S., & Götz, O. (2006). Messmodelle mit Konstrukten zweiter Ordnung in der betriebswirtschaftlichen Forschung. Die Betriebswirtschaft, 66(6), 669–677.

    Google Scholar 

  • Alden, D. L., Steenkamp, J.-B. E. M., & Batra, R. (1999). Brand positioning through advertising in Asia, North America, and Europe: The role of global consumer culture. Journal of Marketing, 63(1), 75–87.

    Google Scholar 

  • Arregle, J.-L., Beamish, P. W., & Hébert, L. (2009). The regional dimension of MNEs’ foreign subsidiary localization. Journal of International Business Studies, 40(1), 86–107.

    Google Scholar 

  • Athey, S., & Schmutzler, A. (1995). Product and process flexibility in an innovative environment. RAND Journal of Economics, 26(4), 557–574.

    Google Scholar 

  • Baden-Fuller, C. W. F., & Stopford, J. M. (1991). Globalization frustrated: The case of white goods. Strategic Management Journal, 12(7), 493–507.

    Google Scholar 

  • Bagozzi, R. P. (1998). A prospectus for theory construction in marketing: Revisited and revised. In L. Hildebrandt & C. Homburg (Eds.), Die Kausalanalyse: Ein Instrument der empirischen betriebswirtschaftlichen Forschung (pp. 45–81). Stuttgart: Schäffer-Poeschel Verlag.

    Google Scholar 

  • Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Batra, R., Ramaswamy, V., Alden, D. L., Steenkamp, J.-B. E. M., & Ramachander, S. (2000). Effects of brand local and nonlocal origin on consumer attitudes in developing countries. Journal of Consumer Psychology, 9(2), 83–95.

    Google Scholar 

  • Bausch, A., & Krist, M. (2007). The effect of context-related moderators on the internationalization-performance relationship: Evidence from meta-analysis. Management International Review, 47(3), 319–347.

    Google Scholar 

  • Beleska-Spasova, E., & Glaister, K. W. (2009). The geography of British exports: Country-level versus firm-level evidence. European Management Journal, 27(5), 295–304.

    Google Scholar 

  • Benkenstein, M., & Stenglin, A. V. (2006). Innovationsmanagement im Service-Marketing: Neue Geschäfte für den Service erschließen. In H.-J. Bullinger & A.-W. Scheer (Eds.), Service Engineering: Entwicklung und Gestaltung innovativer Dienstleistungen (pp. 271–295). Berlin/Heidelberg: Springer.

    Google Scholar 

  • Böhmann, T., & Krcmar, H. (2004). Servicedatenmanagement für modulare Dienstleistungen. In H. Luczak (Ed.), Betriebliche Tertiarisierung: Der ganzheitliche Wandel vom Produktionsbetrieb zum dienstleistenden Problemlöser (pp. 149–175). Wiesbaden: DUV.

    Google Scholar 

  • Bouquet, C., Morrison, A. J., & Birkinshaw, J. (2009). International attention and multinational enterprise performance. Journal of International Business Studies, 40(1), 108–131.

    Google Scholar 

  • Buckley, P. J., & Ghauri, P. N. (2004). Globalisation, economic geography and the strategy of multinational enterprises. Journal of International Business Studies, 35(2), 81–98.

    Google Scholar 

  • Calantone, R. J., Cavusgil, S. T., Schmidt, J. B., & Shin, G.-C. (2004). Internationalization and the dynamics of product adaptation – An empirical investigation. Journal of Product Innovation Management, 21(3), 185–198.

    Google Scholar 

  • Calantone, R. J., Kim, D., Schmidt, J. B., & Cavusgil, S. T. (2006). The influence of internal and external firm factors on international product adaptation strategy and export performance: A three-country comparison. Journal of Business Research, 59(2), 176–185.

    Google Scholar 

  • Cavusgil, S. T., & Kirpalani, V. H. (1993). Introducing products into export markets: Success factors. Journal of Business Research, 27(1), 1–15.

    Google Scholar 

  • Chakrabarti, A., Singh, K., & Mahmood, I. (2007). Diversification and performance: Evidence from East Asian firms. Strategic Management Journal, 28(2), 101–120.

    Google Scholar 

  • Chao, P., Samiee, S., & Yip, L. S.-C. (2003). International marketing and the Asia-Pacific region: Developments, opportunities, and research issues. International Marketing Review, 20(5), 480–492.

    Google Scholar 

  • Chase, R. B., & Erikson, W. J. (1988). The service factory. The Academy of Management Executive, 2(3), 191–196.

    Google Scholar 

  • Chin, W. W. (1998a). Issues and opinion on structural equation modeling. Management Information Systems Quarterly, 22(1), 7–16.

    Google Scholar 

  • Chin, W. W., Marcolin, B. L., & Newsted, P. R. (2003). A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study. Information Systems Research, 14(2), 189–217.

    Google Scholar 

  • Claessens, S., Dobos, G., Klingebiel, D., & Laeven, L. (2003). The growing importance of networks in finance and its effects on competition. In A. Nagurney (Ed.), Innovations in financial and economic networks (pp. 110–135). Northampton, MA: Edward Elgar.

    Google Scholar 

  • Clark, T., Knowles, L. L., & Hodis, M. (2004). Global dialogue: A response to the responders in the special globalization issue of JIM. Journal of International Management, 10(4), 511–514.

    Google Scholar 

  • Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152.

    Google Scholar 

  • Collinson, S., & Rugman, A. M. (2008). The regional nature of Japanese multinational business. Journal of International Business Studies, 39(2), 215–230.

    Google Scholar 

  • Collis, D., Young, D., & Goold, M. (2007). The size, structure, and performance of corporate headquarters. Strategic Management Journal, 28(4), 383–405.

    Google Scholar 

  • Daniels, J. D. (1987). Bridging national and global marketing strategies through regional operations. International Marketing Review, 4(3), 29–44.

    Google Scholar 

  • De Búrca, S., Fletcher, R., & Brown, L. (2004). International marketing: An SME perspective. Harlow: Financial Times Prentice Hall.

    Google Scholar 

  • Delios, A., & Beamish, P. W. (2005). Regional and global strategies of Japanese firms. Management International Review, 45(1), 19–36.

    Google Scholar 

  • Diamantopoulos, A., & Winklhofer, H. M. (2001). Index construction with formative indicators: An alternative to scale development. Journal of Marketing Research, 38(2), 269–277.

    Google Scholar 

  • Eberl, M. (2006). Formative und reflektive Konstrukte und die Wahl des Strukturgleichungsverfahrens. Die Betriebswirtschaft, 66(6), 651–668.

    Google Scholar 

  • Eggert, A., & Fassott, G. (2005). Zur Verwendung formativer und reflektiver Indikatoren in Strukturgleichungsmodellen: Bestandsaufnahme und Anwendungsempfehlungen. In F. Bliemel, A. Eggert, G. Fassott, & J. Henseler (Eds.), Handbuch Pfadmodellierung: Methode – Anwendung – Praxisbeispiele (pp. 31–47). Stuttgart: Schäffer-Poeschel Verlag.

    Google Scholar 

  • Eggert, A., Fassott, G., & Helm, S. (2005). Identifizierung und Quantifizierung mediierender und moderierender Effekte in komplexen Kausalstrukturen. In F. Bliemel, A. Eggert, G. Fassott, & J. Henseler (Eds.), Handbuch Pfadmodellierung: Methode – Anwendung – Praxisbeispiele (pp. 101–116). Stuttgart: Schäffer-Poeschel Verlag.

    Google Scholar 

  • Elango, B. (2004). Geographic scope of operations by multinational companies: An exploratory study of regional and global strategies. European Management Journal, 22(4), 431–441.

    Google Scholar 

  • Ellis, P. D. (2007). Distance, dependence and diversity of markets: Effects on market orientation. Journal of International Business Studies, 38(3), 374–386.

    Google Scholar 

  • Emrich, C. (2007). Interkulturelles marketing-management: Erfolgsstrategien, Konzepte, Analysen. Wiesbaden: DUV.

    Google Scholar 

  • Enright, M. J. (2005a). Regional management centers in the Asia-Pacific. Management International Review, 45(1), 59–82.

    Google Scholar 

  • Enright, M. J. (2005b). The roles of regional management centers. Management International Review, 45(1), 83–102.

    Google Scholar 

  • Enright, M. J., & Subramanian, V. (2007). An organizing framework for MNC subsidiary typologies. Management International Review, 47(6), 895–924.

    Google Scholar 

  • Fornell, C. (1989). The blending of theoretical and empirical knowledge in structural equations with unobservables. In H. Wold (Ed.), Theoretical empiricism: A general rationale for scientific model-building (pp. 153–173). New York, NY: Paragon House.

    Google Scholar 

  • Fortune. (2001). The Fortune Global 500. Fortune, 144(2), F1–F10.

    Google Scholar 

  • Fortune. (2002). The Fortune Global 500. Fortune, 146(2), F1–F10.

    Google Scholar 

  • Fortune. (2003). The Fortune Global 500. Fortune, 148(2), F1–F10.

    Google Scholar 

  • Fortune. (2004). The Fortune Global 500. Fortune, 150(2), F1–F10.

    Google Scholar 

  • Fortune. (2005). The Fortune Global 500. Fortune, 152(2), F1–F10.

    Google Scholar 

  • Fortune. (2006). The Fortune Global 500. Fortune, 154(2), F1–F10.

    Google Scholar 

  • Fortune. (2007). The Fortune Global 500. Fortune, 156(2), F1–F10.

    Google Scholar 

  • Fortune. (2008). The Fortune Global 500. Fortune, 158(2), F1–F10.

    Google Scholar 

  • Fortune. (2009). The Fortune Global 500. Fortune, 160(2), F1–F10.

    Google Scholar 

  • Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79(8), 137–147.

    Google Scholar 

  • Ghemawat, P. (2005). Regional strategies for global leadership. Harvard Business Review, 83(12), 98–108.

    Google Scholar 

  • Ghemawat, P. (2007a). Managing differences: The central challenge of global strategy. Harvard Business Review, 85(3), 59–68.

    Google Scholar 

  • Ghemawat, P. (2008). Redefining global strategy: Crossing borders in a world where differences still matter. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Ghislanzoni, G., Penttinen, R., & Turnbull, D. (2008). The multilocal challenge: Managing cross-border functions. McKinsey Quarterly, 17(2), 70–81.

    Google Scholar 

  • Ghoshal, S. (1987). Global strategy: An organizing framework Strategic Management Journal, 8(5), 425–440.

    Google Scholar 

  • Ghoshal, S., & Nohria, N. (1989). Internal differentiation within multinational corporations. Strategic Management Journal, 10(4), 323–337.

    Google Scholar 

  • Giere, J., Wirtz, B. W., & Schilke, O. (2006). Mehrdimensionale Konstrukte. Die Betriebswirtschaft, 66(6), 678–695.

    Google Scholar 

  • Goerzen, A., & Asmussen, C. G. (2007). The geographic orientation of multinational enterprises and its implications for performance. In A. M. Rugman (Ed.), Regional aspects of multinationality and performance (Research in global strategic management, Vol. 13, pp. 65–83). Amsterdam: Elsevier.

    Google Scholar 

  • Götz, O., & Liehr-Gobbers, K. (2004). Analyse von Strukturgleichungsmodellen mit Hilfe der Partial-Least-Squares(PLS)-Methode. Die Betriebswirtschaft, 64(6), 714–738.

    Google Scholar 

  • Grosse, R. (2005). Are the largest financial institutions really “global”. Management International Review, 45(1), 129–144.

    Google Scholar 

  • Hamel, G., & Prahalad, C. K. (1983). Managing strategic responsibility in the MNC. Strategic Management Journal, 4(4), 341–351.

    Google Scholar 

  • Hartmann, F. G. H., & Moers, F. (1999). Testing contingency hypotheses in budgetary research: An evaluation of the use of moderated regression analysis. Accounting, Organizations and Society, 24(4), 291–315.

    Google Scholar 

  • Heitmann, M. (2006). Security risks and business opportunities in in-car entertainment. In K. Lemke, C. Paar, & M. Wolf (Eds.), Embedded security in cars: Securing current and future automotive IT applications (pp. 233–247). Berlin/Heidelberg: Springer.

    Google Scholar 

  • Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. In R. R. Sinkovics & P. N. Ghauri (Eds.), New challenges to international marketing (Advances in international marketing, Vol. 20, pp. 277–319). Bingley: Emerald Group Publishing Limited.

    Google Scholar 

  • Hinrichs, M. (2008). Anforderungen an ein regionales Controlling – Dargestellt am Beispiel des Volkswagen Konzerns für die Region Nordamerika. Saarbrücken: Verlag Dr. Müller.

    Google Scholar 

  • Homburg, C., & Klarmann, M. (2006). Die Kausalanalyse in der empirischen betriebswirtschaftlichen Forschung – Problemfelder und Anwendungsempfehlungen. Die Betriebswirtschaft, 66(6), 727–748.

    Google Scholar 

  • Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal, 20(2), 195–204.

    Google Scholar 

  • Hutzschenreuter, T., & Gröne, F. (2009). Product and geographic scope changes of multinational enterprises in response to international competition. Journal of International Business Studies, 40(7), 1149–1170.

    Google Scholar 

  • Jarvis, C. B., MacKenzie, S. B., & Podsakoff, P. M. (2003). A critical review of construct indicators and measurement model misspecification in marketing and consumer research. Journal of Consumer Research, 30(2), 199–218.

    Google Scholar 

  • Johnson, J. L., & Arunthanes, W. (1995). Ideal and actual product adaptation in US exporting firms. International Marketing Review, 12(3), 31–46.

    Google Scholar 

  • Keillor, B. D., Hult, G. T. M., & Kandemir, D. (2004). A study of the service encounter in eight countries. Journal of International Marketing, 12(1), 9–35.

    Google Scholar 

  • Kieser, A., & Leiner, L. (2009). Why the rigour-relevance gap in management research is unbridgeable. Journal of Management Studies, 46(3), 516–533.

    Google Scholar 

  • Kobrin, S. J. (1991). An empirical analysis of the determinants of global integration. Strategic Management Journal, 12(Special issue 1), 17–31.

    Google Scholar 

  • Kogut, B. (1991). Country capabilities and the permeability of borders. Strategic Management Journal, 12(Summer), 33–47.

    Google Scholar 

  • Kogut, B. (2002). Country capabilities and the permeability of borders. In A. M. Rugman (Ed.), International business: Critical perspectives on business and management (pp. 66–89). London: Routledge.

    Google Scholar 

  • Kotabe, M., & Jiang, C. X. (2009). Contemporary research trends in international marketing: The 2000s. In A. M. Rugman (Ed.), The Oxford handbook of international business (pp. 447–501). Oxford: Oxford University Press.

    Google Scholar 

  • Kotler, P., & Armstrong, G. (2004). Principles of marketing. Upper Saddle River, NJ: Pearson Prentice Hall.

    Google Scholar 

  • Kulic, D. (2009). Automobilindustrie zwischen Globalisierung und Regionalisierung: Ist der Freihandel nur eine Illusion? Hermannstal: Diplomica Verlag.

    Google Scholar 

  • Lasserre, P. (1996). Regional headquarters: The spearhead for Asia Pacific markets. Long Range Planning, 29(1), 30–37.

    Google Scholar 

  • Lasserre, P., & Probert, J. (1998). Competing in Asia Pacific: Understanding the rules of the game. Long Range Planning, 31(1), 30–50.

    Google Scholar 

  • Lehrer, M., & Asakawa, K. (1999). Unbundling European operations: Regional management and corporate flexibility in American and Japanese MNCs. Journal of World Business, 34(3), 267–286.

    Google Scholar 

  • Lehrer, M., & Behnam, M. (2009). Modularity vs programmability in design of international products: Beyond the standardization-adaptation tradeoff? European Management Journal, 27(4), 281–292.

    Google Scholar 

  • Lim, L. K. S., Acito, F., & Rusetski, A. (2006). Development of archetypes of international marketing strategy. Journal of International Business Studies, 37(4), 499–524.

    Google Scholar 

  • Malhotra, N. K., Ulgado, F. M., Agarwal, J., Shainesh, G., & Wu, L. (2005). Dimensions of service quality in developed and developing economies: Multi-country cross-cultural comparisons. International Marketing Review, 22(3), 256–278.

    Google Scholar 

  • Manea, J., & Pearce, R. (2006). MNEs’ strategies in Central and Eastern Europe: Key elements of subsidiary behaviour. Management International Review, 46(2), 235–255.

    Google Scholar 

  • Mauri, A. J., & Phatak, A. V. (2001). Global integration as inter-area product flows: The internalization of ownership and location factors influencing product flows across MNC units. Management International Review, 41(3), 233–249.

    Google Scholar 

  • Mauri, A. J., & Sambharya, R. B. (2003). The performance implications of a global integration strategy in global industries: An empirical investigation using inter-area product flows. Management International Review, 43(Special issue 2), 27–45.

    Google Scholar 

  • Meffert, H., Burmann, C., & Kirchgeorg, M. (2008). Marketing: Grundlagen marktorientierter Unternehmensführung. Konzepte – Instrumente – Praxisbeispiele. Wiesbaden: Gabler.

    Google Scholar 

  • Miller, S. R., & Richards, M. (2002). Liability of foreignness and membership in a regional economic group: Analysis of the European Union. Journal of International Management, 8(3), 323–337.

    Google Scholar 

  • Molina-Morales, F. X. (2001). European industrial districts: Influence of geographic concentration on performance of the firm. Journal of International Management, 7(4), 277–294.

    Google Scholar 

  • Morrison, A. J., & Roth, K. (1992). The regional solution: An alternative to globalization. Transnational Corporations, 1(2), 37–55.

    Google Scholar 

  • Nebenzahl, I. D., & Jaffe, E. D. (1996). Measuring the joint effect of brand and country image in consumer evaluation of global products. International Marketing Review, 13(4), 5–22.

    Google Scholar 

  • Oh, C. H. (2009). The international scale and scope of European multinationals. European Management Journal, 27(5), 336–343.

    Google Scholar 

  • Ohmae, K. (1985). Triad power: The coming shape of global competition. New York, NY: Free Press.

    Google Scholar 

  • Onkvisit, S., & Shaw, J. (2009). International marketing: Strategy and theory. London: Routledge.

    Google Scholar 

  • Osegowitsch, T., & Sammartino, A. (2007). Exploring trends in regionalisation. In A. M. Rugman (Ed.), Regional aspects of multinationality and performance (Research in global strategic management, Vol. 13, pp. 45–64). Amsterdam: Elsevier.

    Google Scholar 

  • Papadakis, V. M., Lioukas, S., & Chambers, D. (1998). Strategic decision-making processes: The role of management and context. Strategic Management Journal, 19(2), 115–147.

    Google Scholar 

  • Pappu, R., Quester, P. G., & Cooksey, R. W. (2007). Country image and consumer-based brand equity: Relationships and implications for international marketing. Journal of International Business Studies, 38(5), 726–745.

    Google Scholar 

  • Porter, M. E. (1986). Competition in global industries: A conceptual framework. In M. E. Porter (Ed.), Competition in global industries (pp. 15–60). Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.

    Google Scholar 

  • Pycraft, M., Singh, H., Phihlela, K., Slack, N., Chambers, S., Harland, C., et al. (2000). Operations management. London: Pearson Education.

    Google Scholar 

  • Reinartz, W., Krafft, M., & Hoyer, W. D. (2004). The customer relationship management process: Its measurement and impact on performance. Journal of Marketing Research, 41(3), 293–305.

    Google Scholar 

  • Richter, N. (2007). Intra-regional sales and the internationalization and performance relationship. In A. M. Rugman (Ed.), Regional aspects of multinationality and performance (Research in global strategic management, Vol. 13, pp. 359–381). Amsterdam: Elsevier.

    Google Scholar 

  • Ronen, S., & Shenkar, O. (1985). Clustering countries on attitudinal dimensions: A review and synthesis. Academy of Management Review, 10(3), 435–454.

    Google Scholar 

  • Roth, K., & Morrison, A. J. (1990). An empirical analysis of the integration-responsiveness framework in global industries. Journal of International Business Studies, 21(4), 541–564.

    Google Scholar 

  • Roth, K., & Morrison, A. J. (1992). Business-level competitive strategy: A contingency link to internationalization. Journal of Management, 18(3), 473–487.

    Google Scholar 

  • Rugman, A. M. (2000). The end of globalization. London: Random House.

    Google Scholar 

  • Rugman, A. M. (2003a). Regional strategies for service sector multinationals. European Business Journal, 15(1), 1–9.

    Google Scholar 

  • Rugman, A. M. (2003b). Regional strategy and the demise of globalization. Journal of International Management, 9(4), 409–417.

    Google Scholar 

  • Rugman, A. M. (2005b). The regional multinationals: MNEs and “global” strategic management. Cambridge: Cambridge University Press.

    Google Scholar 

  • Rugman, A. M., & Brain, C. (2004). Regional strategies of multinational pharmaceutical firms. Management International Review, 44(Special issue 3), 7–25.

    Google Scholar 

  • Rugman, A. M., & Collinson, S. (2004). The regional nature of the world’s automotive sector. European Management Journal, 22(5), 471–482.

    Google Scholar 

  • Rugman, A. M., & Collinson, S. (2005). Multinational enterprises in the new Europe. Are they really global? Organizational Dynamics, 34(3), 258–272.

    Google Scholar 

  • Rugman, A. M., & Collinson, S. (2006). Asian business is regional, not global. In M. Fratianni (Ed.), Regional economic integration (Research in global strategic management, Vol. 12, pp. 167–199). Amsterdam: Elsevier.

    Google Scholar 

  • Rugman, A. M., & Girod, S. J. G. (2003). Retail multinationals and globalization: The evidence is regional. European Management Journal, 21(1), 24–37.

    Google Scholar 

  • Rugman, A. M., & Hodgetts, R. (2001). The end of global strategy. European Management Journal, 19(4), 333–343.

    Google Scholar 

  • Rugman, A. M., & Kirton, J. J. (1998). Multinational enterprise strategy and the NAFTA trade and environment regime. Journal of World Business, 33(4), 438–454.

    Google Scholar 

  • Rugman, A. M., Kirton, J. J., & Soloway, J. (1999). Environmental regulations and corporate strategy. A NAFTA perspective. Oxford: Oxford University Press.

    Google Scholar 

  • Rugman, A. M., & Oh, C. H. (2007). Multinationality and regional performance, 2001–2005. In A. M. Rugman (Ed.), Regional aspects of multinationality and performance (Research in global strategic management, Vol. 13, pp. 31–43). Amsterdam: Elsevier.

    Google Scholar 

  • Rugman, A. M., & Verbeke, A. (2004). A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), 3–18.

    Google Scholar 

  • Rugman, A. M., & Verbeke, A. (2005). Towards a theory of regional multinationals: A transaction cost economics approach. Management International Review, 45(1), 3–15.

    Google Scholar 

  • Rugman, A. M., & Verbeke, A. (2006). Regional multinational corporations and triad strategy. In J. J. Kirton & P. I. Hajnal (Eds.), Sustainability, civil society and international governance: Local, North American, and global contributions (pp. 123–136). Aldershot: Ashgate.

    Google Scholar 

  • Rugman, A. M., & Verbeke, A. (2008a). A new perspective on the regional and global strategies of multinational services firms. Management International Review, 48(4), 397–411.

    Google Scholar 

  • Rugman, A. M., & Verbeke, A. (2008b). A regional solution to the strategy and structure of multinationals. European Management Journal, 26(5), 305–313.

    Google Scholar 

  • Ruigrok, W., Amann, W., & Wagner, H. (2007). The internationalization-performance relationship at Swiss firms: A test of the S-shape and extreme degrees of internationalization. Management International Review, 47(3), 349–368.

    Google Scholar 

  • Ruigrok, W., & Wagner, H. (2003). Internationalization and performance: An organizational learning perspective. Management International Review, 43(1), 63–83.

    Google Scholar 

  • Schlie, E., & Yip, G. S. (2000). Regional follows global: Strategy mixes in the world automotive industry. European Management Journal, 18(4), 343–353.

    Google Scholar 

  • Schuiling, I., & Kapferer, J.-N. (2004). Executive insights: Real differences between local and international brands: Strategic implications for international marketers. Journal of International Marketing, 12(4), 97–112.

    Google Scholar 

  • Schütte, H. (1997). Strategy and organisation: Challenges for European MNCs in Asia. European Management Journal, 15(4), 436–445.

    Google Scholar 

  • Sheldon, D. H. (2006). World class sales & operations planning: A guide to successful implementation and robust execution. Fort Lauderdale, FL: J. Ross Publishing.

    Google Scholar 

  • Stopford, J. M., & Wells, L. T. (1972). Managing the multinational enterprise: Organization of the firm and ownership of the subsidiaries. New York, NY: Basic Books.

    Google Scholar 

  • Tong, T. W., & Reuer, J. J. (2007). Real options in multinational corporations: Organizational challenges and risk implications. Journal of International Business Studies, 38(2), 215–230.

    Google Scholar 

  • Van Pham, K.-Q. (2006). Strategic offshoring from a decomposed COO’s perspective: A cross-regional study of four product categories. Journal of American Academy of Business, Cambridge, 8(2), 59–66.

    Google Scholar 

  • Venzin, M., Kumar, V., & Kleine, J. (2008). Internationalization of retail banks: A micro-level study of the multinationality-performance relationship. Management International Review, 48(4), 463–485.

    Google Scholar 

  • Verbeke, A. (2009). International business strategy: Rethinking the foundations of global corporate success. Cambridge: Cambridge University Press.

    Google Scholar 

  • Verbeke, A., Li, L., & Goerzen, A. (2009). Toward more effective research on the multinationality-performance relationship. Management International Review, 49(2), 149–161.

    Google Scholar 

  • Vermeulen, F., & Barkema, H. G. (2002). Pace, rythm, and scope: Process dependence in building a profitable multinational corporation. Strategic Management Journal, 23(7), 637–653.

    Google Scholar 

  • Vernon, R., & Wells, L. T. (1986). Manager in the international economy. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Williams, C. R. (1967). Regional management overseas. Harvard Business Review, 45(1), 87–91.

    Google Scholar 

  • Wind, Y., Douglas, S. P., & Perlmutter, H. V. (1973). Guidelines for developing international marketing strategies. Journal of Marketing, 37(2), 14–23.

    Google Scholar 

  • Xu, D., & Shenkar, O. (2002). Institutional distance and the multinational enterprise. Academy of Management Review, 27(4), 608–618.

    Google Scholar 

  • Yaveroglu, I. S., & Donthu, N. (2002). Cultural influences on the diffusion of new products. Journal of International Consumer Marketing, 14(4), 49–63.

    Google Scholar 

  • Yeniyurt, S., & Townsend, J. D. (2003). Does culture explain acceptance of new products in a country? International Marketing Review, 20(4), 377–396.

    Google Scholar 

  • Yeung, H. W.-C., Poon, J., & Perry, M. (2001). Towards a regional strategy: The role of regional headquarters of foreign firms in Singapore. Urban Studies, 38(1), 157–183.

    Google Scholar 

  • Zaheer, S. (2002). The liability of foreignness, redux: A commentary. Journal of International Management, 8(3), 351–358.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. University of Erlangen-Nürnberg, Erlangen, Germany

    Patrick Heinecke

Authors
  1. Patrick Heinecke
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2011 Physica-Verlag Heidelberg

About this chapter

Cite this chapter

Heinecke, P. (2011). Regional Success Factor Model. In: Success Factors of Regional Strategies for Multinational Corporations. Contributions to Management Science. Physica-Verlag HD. https://doi.org/10.1007/978-3-7908-2640-1_4

Download citation

Publish with us

Policies and ethics

Search

Navigation