Abstract
The authors conducted a quasi-longitudinal investigation of U.S. multinationals' R&D, manufacturing, offshore sourcing strategies, and resultant global market performance implications, utilizing comprehensive data collected by the 1977, 1982 and 1989 benchmark surveys of U.S. direct investment abroad. Hypotheses were tested in a path analytic framework. Despite increased competition at home and abroad causing their global market share positions to weaken in recent years, U.S. multinationals have maintained, and even may have improved, their global consolidated profitability levels by skillfully exploiting their technological prowess through technology transfer and off-shore sourcing. Rapidly changing roles of U.S. parent firms and their foreign affiliates in technology development and global sourcing relationships portend a maturing, yet arduous, shift toward a global rationalization.
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*Masaaki Kotabe is Associate Professor of Marketing and International Business at the University of Texas at Austin. His research interests include global sourcing, competitive strategy, export management, and cross-cultural comparative issues. His research has appeared in such journals as Journal of International Business Studies, Journal of Marketing, Columbia Journal of World Business, and Journal of International Marketing, among others. He is the author of Global Sourcing Strategy: R&D, Manufacturing, and Marketing Interfaces, published by Quorum Books in 1992.
**K. Scott Swan is a doctoral candidate in marketing and international business at the University of Texas at Austin. His research interests include global sourcing and global product design development.
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Kotabe, M., Swan, K. Offshore Sourcing: Reaction, Maturation, and Consolidation of U.S. Multinationals. J Int Bus Stud 25, 115–140 (1994). https://doi.org/10.1057/palgrave.jibs.8490195
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DOI: https://doi.org/10.1057/palgrave.jibs.8490195