scispace - formally typeset
Search or ask a question

Showing papers by "Torben Pedersen published in 1998"


Journal ArticleDOI
TL;DR: In this paper, the pace of resource commitment to a foreign market was investigated based on LISREL algorithm results, and it was shown that the companies' internal accumulation of foreign market knowledge is a determinant of pace of commitment.

139 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship between main industry and corporate ownership structures using a unique database covering the 100 largest companies in each of 12 European countries and found evidence that industry affiliation has a significant effect on ownership structure after controlling for national differences.

70 citations


Book ChapterDOI
01 Jan 1998
TL;DR: Ghoshal and Nohria as discussed by the authors argued that the competitiveness of the modern MNC is characterised by a shift away from the initial stage of proprietary knowledge and brand labels to the exploitation of international activities through economies of scale and scope, learning and operating flexibility.
Abstract: An important body of literature on multinational corporations (MNCs) relates to how they are organised, and especially the role of the subsidiaries within the organisation. (see Doz and Prahalad, 1981; Egelhoff, 1988; Bartlett and Ghoshal, 1989; Forsgren, 1989; Ghoshal and Nohria, 1989; Ghoshal and Bartlett, 1990; Gupta and Govindarajan, 1991, 1994; Forsgren and Johanson, 1992.) One theme in recent writings is the need to change from a situation of the firm as a bundle of headquarters-subsidiary relationships into a more complicated system with reciprocal interdependencies between units in different countries (Hedlund, 1986, Bartlett et al., 1990). Connected with this view is the assumption that the competitiveness of the modern MNC is characterised by a shift away from the initial stage of proprietary knowledge and brand labels to the exploitation of international activities through economies of scale and scope, learning and operating flexibility (Kogut, 1990).

59 citations