T
Torben Pedersen
Researcher at Bocconi University
Publications - 282
Citations - 15838
Torben Pedersen is an academic researcher from Bocconi University. The author has contributed to research in topics: Multinational corporation & Offshoring. The author has an hindex of 61, co-authored 241 publications receiving 14499 citations. Previous affiliations of Torben Pedersen include University of Copenhagen & Frederiksberg Hospital.
Papers
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Fast and slow resource commitment to foreign markets
Bent Petersen,Torben Pedersen +1 more
TL;DR: In this paper, the authors test six propositions that potentially explain why some companies undertake faster foreign market commitment than others, including whether the company is producing manufactures or services, foreign market entry motives; company size; foreign market stability; experience with foreign markets similar to the entered; and degree of globalization in the industry.
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Foreign operation methods and switching costs: conceptual issues and possible effects
TL;DR: In this article, a simple classification of switching costs which distinguishes between "take-down" costs and "set-up" costs is proposed. And the authors discuss the possible effects of such costs on the choice and timing of foreign operation methods.
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Organizational design mechanisms for the R&D function in a world of offshoring
Ulf Andersson,Torben Pedersen +1 more
TL;DR: In this article, the authors discuss how designing the configuration of R&D activities and the utilization of organizational coordination and control mechanisms can help firms to stay on top of the costs induced by inter-task interdependencies among the disaggregated activities and thereby leveraging the knowledge and capabilities developed in the offshored activities.
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Export Channel Dynamics: An Empirical Investigation
TL;DR: In this article, the authors investigate the dynamics of export channel arrangements by modeling foreign operation method decisions as the interplay between factors that motivate switches and factors that deter them, and find that the decision to carry out within-mode shifts (i.e. to replace an existing intermediary) is driven by a different set of factors than the decision not to switch to another foreign operation mode (e.g. to in-house operations).