Administracion Estrategica - Hill - 8 edición

484 Notas
21. E. Mansfield, M. Schwartz y S. Wagner, “Imitation Costs and Patents:
An Empirical Study”, Economic Journal 91 (1981): 907-918.
22. E. Mansfield, “How Rapidly Does New Industrial Technology Leak
Out?”, Journal of Industrial Economics 34 (1985): 217-223.
23. Este argumento se ha expuesto en la literatura de la teoría del juego.
Consulte R. Caves, H. Cookell y P. J. Killing, “The Imperfect Market
for Technology Licenses”, Oxford Bulletin of Economics and Statistics
45 (1983): 249-267; N. T. Gallini, “Deterrence by Market Sharing:
A Strategic Incentive for Licensing”, American Economic Review 74
(1984): 931-941; y C. Shapiro, “Patent Licensing and R&D Rivalry”,
American Economic Review 75 (1985): 25-30.
24. M. Christensen, The Innovator’s Dilemma (Boston: Harvard Business
School Press, 1997); R. N. Foster, Innovation: The Attacker’s Advantage
(Nueva York: Summit Books, 1986).
25. Foster, Innovation.
26. Ray Kurzweil, The Age of the Spiritual Machines (Nueva York: Penguin
Books, 1999).
27. Consulte Christensen, The Innovator’s Dilemma; y C. M. Christensen y
M. Overdorf, “Meeting the Challenge of Disruptive Change”, Harvard
Business Review (marzo-abril 2000): 66-77.
28. Charles W. L. Hill y Frank T. Rothaermel, “The Performance of Incumbent
Firms in the Face of Radical Technological Innovation”,
Academy of Management Review 28 (2003): 257-274; F. T. Rothaermel
y Charles W. L. Hill, “Technological Discontinuities and Complementary
Assets: A Longitudinal Study of Industry and Firm Performance”,
Organization Science 16(1) (2005): 52-70.
29. Fuentes: Gary Rivlin, “Wallflower at the Web Party”, New York Times,
sección de negocios (15 de octubre de 2006): 1, 9; V. Vara, “Friendster
Patent on Linking Web Friends Could Hurt Rivals”, Wall Street Journal
(27 de julio de 2006): B1; V. Vara y R. Buckman, “Friendster Gets $10
Million Infusion for Revival Bid”, Wall Street Journal (21 de agosto de
2006): C4.
Capítulo 8
1. Fuentes: M. Gunther, “MTV’s Passage to India”, Fortune (9 de agosto
de 2004): 117-122; B. Pulley y A. Tanzer, “Sumner’s Gemstone”, Forbes
(21 de febrero de 2000): 107-111; K. Hoffman, “Youth TV’s Old Hand
Prepares for the Digital Challenge”, Financial Times (18 de febrero de
2000): 8; presentación por Sumner M. Redstone, director y CEO, Viacom
Inc., ofrecida en la conferencia de telecomunicaciones Salomon
Smith Barney 11th Annual Global Entertainment Media, Scottsdale,
AZ, 8 de enero de 2001, conservada en www.viacom.com (consultada
el 30 de noviembre de 2006), y declaración 10K de Viacom, 2005.
2. K. Santana, “MTV Goes to Asia”, foro de Global Policy, 12 de agosto
de 2003, disponible en www.globalpolicy.org (consultada el 30 de
noviembre de 2006).
3. Organización Mundial de Comercio, International Trade Trends and
Statistics, 2005 (Ginebra: OMC, 2006), y comunicado de prensa de
OMC, “World Trade for 2005: Prospects for 2006”, 11 de abril de 2006,
disponible en www.wto.org (consultada en 2006).
4. Organización Mundial de Comercio, International Trade Statistics,
2005 (Ginebra: OMC, 2005), y Naciones Unidas, World Investment
Report, 2005.
5. P. Dicken, Global Shift (Nueva York: Guilford Press, 1992).
6. D. Pritchard, “Are Federal Tax Laws and State Subsidies for Boeing
7E7 Selling America Short?”, Aviation Week (12 de abril de 2004):
74-75.
7. T. Levitt, “The Globalization of Markets”, Harvard Business Review
(mayo-junio 1983): 92-102.
8. M. E. Porter, The Competitive Advantage of Nations (Nueva York: Free
Press, 1990). Consulte también R. Grant, “Porter’s Competitive Advantage
of Nations: An Assessment”, Strategic Management Journal 7
(1991): 535-548.
9. Porter, Competitive Advantage of Nations.
10. El ejemplo está disfrazado; proviene de entrevistas por Charles Hill.
11. Consulte J. Birkinshaw y N. Hood, “Multinational Subsidiary Evolution:
Capability and Charter Change in Foreign Owned Subsidiary
Companies”, Academy of Management Review 23 (octubre de 1998):
773-795; A. K. Gupta y V. J. Govindarajan, “Knowledge Flows Within
Multinational Corporations”, Strategic Management Journal 21 (2000):
473-496; V. J. Govindarajan y A. K. Gupta, The Quest for Global Dominance
(San Francisco: Jossey-Bass, 2001); T. S. Frost, J. M. Birkinshaw,
y P. C. Ensign, “Centers of Excellence in Multinational Corporations”,
Strategic Management Journal 23 (2002): 997-1018, y U. Andersson,
M. Forsgren y U. Holm, “The Strategic Impact of External Networks”,
Strategic Management Journal 23 (2002): 979-996.
12. S. Leung, “Armchairs, TVs and Espresso: Is It McDonald’s?”, Wall
Street Journal (30 de agosto de 2002): A1, A6.
13. C. K. Prahalad e Yves L. Doz, The Multinational Mission: Balancing
Local Demands and Global Vision (Nueva York: Free Press, 1987).
Consulte también J. Birkinshaw, A. Morrison y J. Hulland, “Structural
and Competitive Determinants of a Global Integration Strategy”, Strategic
Management Journal 16 (1995): 637-655.
14. J. E. Garten, “Wal-Mart Gives Globalization a Bad Name”, Business-
Week (8 de marzo de 2004): 24.
15. Prahalad y Doz, Multinational Mission. En realidad, Prahalad y Doz
se refieren a la capacidad de respuesta local, y no a la personalización
local.
16. Levitt, “Globalization of Markets”.
17. C. A. Bartlett y S. Ghoshal, Managing Across Borders (Boston: Harvard
Business School Press, 1989).
18. W. W. Lewis; The Power of Productivity (Chicago, University of Chicago
Press, 2004).
19. C. J. Chipello, “Local Presence Is Key to European Deals”, Wall Street
Journal (30 de junio de 1998): A15.
20. Bartlett y Ghoshal, Managing Across Borders.
21. Idem.
22. T. Hout, M. E. Porter y E. Rudden, “How Global Companies Win Out”,
Harvard Business Review (septiembre-octubre de 1982): 98-108.
23. Consulte Charles W. L. Hill, International Business: Competing in the
Global Marketplace (Nueva York: McGraw-Hill, 2000).
24. Esto puede volverse a conceptualizar como la base de recursos del participante,
en relación con los competidores locales. Consulte un análisis
que se concentra en este problema en W. C. Bogenr, H. Thomas y J.
McGee, “A Longitudinal Study of the Competitive Positions and Entry
Paths of European Firms in the U.S. Pharmaceutical Market”, Strategic
Management Journal 17 (1996): 85-107; D. Collis, “A Resource
Based Analysis of Global Competition”, Strategic Management Journal
12 (1991): 49-68, y S. Tallman, “Strategic Management Models and
Resource Based Strategies Among MNEs in a Host Market”, Strategic
Management Journal 12 (1991): 69-82.
25. Consulte un análisis de las ventajas del primer participante en M.
Liberman y D. Montgomery, “First Mover Advantages”, Strategic Management
Journal 9 (edición especial, verano de 1988): 41-58.
26. J. M. Shaver, W. Mitchell y B. Yeung, “The Effect of Own Company
and Other Company Experience on Foreign Direct Investment Survival
in the U.S., 1987-92”, Strategic Management Journal 18 (1997):
811-824.
27. S. Zaheer y E. Mosakowski, “The Dynamics of the Liability of Foreignness:
A Global Study of Survival in the Financial Services Industry”,
Strategic Management Journal 18 (1997): 439-464.
28. Shaver, Mitchell y Yeung, “The Effect of Own Company and Other
Company Experience”.
29. P. Ghemawat, Commitment: The Dynamics of Strategy (Nueva York:
Free Press, 1991).
30. Esta sección se obtuvo de numerosos estudios, entre ellos: C. W. L.
Hill, P. Hwang y W. C. Kim, “An Eclectic Theory of the Choice of
International Entry Mode”, Strategic Management Journal 11 (1990):
117-28; C. W. L. Hill y W. C. Kim, “Searching for a Dynamic Theory