Overview

Open internationalization is a concept that brings a new perspective on the process of firm internationalization. As theories of internationalization show, some companies expand abroad only on their own, known as closed internationalization, while others combine their resources with those of other firms or use their networks for facilitating foreign implantation, known as open internationalization. Parallel to the development of the well-known concept of open innovation, open internationalization can be conceived as a meta-model for understanding companies’ expansion abroad. This book gathers a selection of contemporary research works dedicated to open internationalization, either seen as a way to analyze expansion in foreign countries, or as a way to investigate the management of geographically dispersed activities. All the authors of the chapters are researchers specialized in the internationalization field. Readers will benefit from this new lens for understanding, studying or practising international business, from the decision to go abroad to its implementation and its efficiency. Open Internationalization Strategy includes both academic empirical investigations and literature reviews on specific topics, making it valuable to researchers, academics, managers, and students in the fields of business and management history, international business, organizational studies, and economics.

Full Product Details

Author:   Nadine Tournois ,  Philippe Very
Publisher:   Taylor & Francis Ltd
Imprint:   Routledge
Weight:   0.458kg
ISBN:  

9780367557942

ISBN 10:   0367557940
Pages:   338
Publication Date:   29 August 2022
Audience:   College/higher education ,  Tertiary & Higher Education
Format:   Paperback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

Part 1. Culture and its requirements. 1. Intercultural influences leading to implementation failure in the Russian automotive industry Valery Krylov and Vincent Montenero. 2. African cultural factors in the rethinking of cross-cultural management in Africa in terms of crossvergence Suzanne Apitsa. 3. The making of an innovation: disentangling cultural diversity and power relations Sylvie Chevrier and Liece Khalfaoui. 4. The introduction of the English language in an Italian multinational company: a response to constraints caused by rapid internationalization Vincent Montenero and Cristina Cazorzi. 5. The international culture of the researcher in international management: the chicken and the egg Foued Cheriet, Laure Dikmen, Karim Trabelsi. Part 2. Partnerships and open internationalization. 6. Collaborative practices of SMEs for the purpose of internationalization: a review of the literature Jean-Christophe Gessler. 7. How do medium-sized companies develop their business network on an international scale? The case of Gerflor Anastasia Sartorius. 8. The role of proximities in the development of wine tourism practices: the cases of the Provence-Alpes-Côte d’Azur region and South Australia Didier Bédé, Sébastien Bédé, Coralie Haller. 9. The international dynamics of competitive clusters: different insights and perspectives (2005–2015) Manuela Bardet and Karine Guiderdoni-Jourdain. Part 3. Seeking international efficiency. 10. Coordination and control of multinational companies: A literature review Valérie Fossats-Vasselin. 11. Internationalization decision models of international new ventures Tristan Salvadori. 12. For a critical approach to corporate social responsibility in Africa: the case of the gold mining sector Yves Livian. 13. Reopening of stock markets and efficiency: the case of Central and Eastern Europe Mohammad El Hajj. 14. Facing the innovation–export paradox: lessons from innovative SMEs operating in small domestic markets Thi-Mong-Chau Nguyen, Valérie-Inés De La Ville and Eric Milliot.

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Author Information

Nadine Tournois is a professor of marketing and Dean of the IAE Graduate School of Management of the University Côte d’Azur, France. Philippe Very is Professor of Strategy and Head of Faculty at EDHEC Business School, France.

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