Forthcoming articles

 


International Journal of Multinational Corporation Strategy

 

These articles have been peer-reviewed and accepted for publication in IJMCS, but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

 

Forthcoming articles must be purchased for the purposes of research, teaching and private study only. These articles can be cited using the expression "in press". For example: Smith, J. (in press). Article Title. Journal Title.

 

Articles marked with this shopping trolley icon are available for purchase - click on the icon to send an email request to purchase.

 

Articles marked with this Open Access icon are freely available and openly accessible to all without any restriction except the ones stated in their respective CC licenses.

 

Register for our alerting service, which notifies you by email when new issues of IJMCS are published online.

 

We also offer RSS feeds which provide timely updates of tables of contents, newly published articles and calls for papers.

 

International Journal of Multinational Corporation Strategy (3 papers in press)

 

Regular Issues

 

  • Comprehensive Competitiveness for Auto Companies from the USA, Germany, Japan, and Korea: Empirical Analysis through a Diamond Model Perspective   Order a copy of this article
    by Min Jae Lee, Paik Seo Yun, Adam H. Cave, Jin Sup Jung 
    Abstract: This study analysed the comprehensive competitiveness for multinational automobile companies (GM, Volkswagen, Toyota, and Hyundai). Based on Porter (1990)s diamond model, we selected the leading papers in the field of management and strategy, then extracted the key factors of comprehensive competitiveness for the automobile companies. According to the results, among factor conditions - CEO characteristics, human resource management (HRM) system, and technological innovation capability - technological innovation capability positively influenced the comprehensive competitiveness for all four companies. Hyundai (Korea) showed that CEO characteristics also positively affected comprehensive competitiveness. With a moderating effect of government support, HRM system had a significant interaction for both GM (USA) and Toyota (Japan). Technological innovation capability also significantly interacted with government support for Toyota (Japan). In the case of open innovation, technological innovation capability significantly interacted with it for GM (USA), Volkswagen (Germany) and Toyota (Japan). Finally, CEO characteristics and HRM system significantly interacted with open innovation for GM (USA).
    Keywords: multinational automobile companies; comprehensive competitiveness; comparative research; diamond model.

  • Examination of cognitive and relational factors in the benchmark selection of MNCs   Order a copy of this article
    by Kwang-Ho Kim 
    Abstract: MNCs acquire information and knowledge through benchmarking; thus, determining whom to benchmark is a critical concern. Although members in the same strategic group commonly serve as benchmarks, MNCs occasionally select their benchmark outside of their strategic group. Since benchmark selection is a cognitive and relational phenomenon, we explored when MNCs select their benchmark outside of their strategic group by focusing on cognitive and relational factors. Results confirm that a focal firm identifies a firm outside of its strategic group as its benchmark when the performance of the focal firm is better than that of the strategic group members and when the partnership density of the strategic group is high. The results further verify that structural equivalence between a focal firm and a target firm also influences benchmark selection. This study contributes to the literature on benchmarking and strategic groups by showing situations where strategic group members cannot serve as benchmarks.
    Keywords: benchmark; organizational learning; strategic group; aspiration; social networkrnrn.

  • Making sense of global integration and local responsiveness in international HRM research   Order a copy of this article
    by Chul Chung 
    Abstract: While the notions of global integration (GI) and local responsiveness (LR) have been widely used to analyse an MNEs international human resource management (IHRM) strategy, the specific ways of conceptualising these constructs in the literature remain unquestioned. This paper reviews how the two important constructs have been conceptualised in the international HRM research and evaluates whether such conceptualisations are adequate to examine MNEs IHRM strategies to address the fundamental strategic problem - managing the duality of GI and LR in HRM of MNEs. The extensive review of the literature reveals that the widely used constructs have been rather narrowly conceptualised on a single dimension HRM practice orientation - in the international HRM literature based on the dualistic assumption on the relationship between the two constructs, which prevents the exploration of emerging broader IHRM strategies. Based on the insights from the emerging literature, it is argued that GI and LR should be conceptualised as meta-level constructs which encompass multiple dimensions so that IHRM strategies could be considered as various configurations of the ways of pursuing GI and LR across the dimensions to address the duality problem in MNEs.
    Keywords: global integration; local responsiveness; international HRM; multinational enterprise.