Administracion Estrategica - Hill - 8 edición

Notas 485
of the Multinational Enterprise: A Transaction Cost Model”, Strategic
Management Journal 9 (edición especial sobre contenido estratégico,
1988): pp. 93-104; E. Anderson y H. Gatignon, “Modes of Foreign
Entry: A Transaction Cost Analysis and Propositions”, Journal of
International Business Studies 17 (1986): 1-26; F. R. Root, Entry Strategies
for International Markets (Lexington, MA: D. C. Heath, 1980);
A. Madhok, “Cost, Value and Foreign Market Entry: The Transaction
and the Firm”, Strategic Management Journal 18 (1997): 39-61; K. D.
Brouthers y L. B. Brouthers, “Acquisition or Greenfield Start-Up?”,
Strategic Management Journal 21:1 (2000): 89-97; X. Martin y R.
Salmon, “Knowledge Transfer Capacity and Its Implications for the
Theory of the Multinational Enterprise”, Journal of International Business
Studies (julio de 2003): 356, y A. Verbeke, “The Evolutionary
View of the MNE and the Future of Internalization Theory”, Journal of
International Business Studies (noviembre de 2003): 498-515.
31. F. J. Contractor, “The Role of Licensing in International Strategy”,
Columbia Journal of World Business (invierno de 1982): 73-83.
32. O. E. Williamson, The Economic Institutions of Capitalism (Nueva
York: Free Press, 1985).
33. Andrew E. Serwer, “McDonald’s Conquers the World”, Fortune (17 de
octubre de 1994): 103-116.
34. Consulte una excelente reseña de la literatura teórica básica de las
empresas conjuntas en B. Kogut, “Joint Ventures: Theoretical and Empirical
Perspectives”, Strategic Management Journal 9 (1988): 319-332.
Otros estudios recientes son: T. Chi, “Option to Acquire or Divest a
Joint Venture”, Strategic Management Journal 21:6 (2000): 665-688; H.
Merchant y D. Schendel, “How Do International Joint Ventures Create
Shareholder Value?”, Strategic Management Journal 21:7 (2000): 723-
737; H. K. Steensma y M. A. Lyles, “Explaining IJV Survival in a Transitional
Economy Through Social Exchange and Knowledge Based
Perspectives”, Strategic Management Journal 21:8 (2000): 831-851, y J.
F. Hennart y M. Zeng, “Cross Cultural Differences and Joint Venture
Longevity”, Journal of International Business Studies (diciembre de
2002): 699-717.
35. J. A. Robins, S. Tallman y K. Fladmoe-Lindquist, “Autonomy and
Dependence of International Cooperative Ventures”, Strategic Management
Journal (octubre de 2002): 881-902.
36. C. W. L. Hill, “Strategies for Exploiting Technological Innovations”,
Organization Science 3 (1992): 428-441.
37. Consulte K. Ohmae, “The Global Logic of Strategic Alliances”, Harvard
Business Review (marzo-abril 1989): 143-154; G. Hamel, Y. L.
Doz y C. K. Prahalad, “Collaborate with Your Competitors and Win!”,
Harvard Business Review (enero-febrero 1989): 133-139; W. Burgers,
C. W. L. Hill y W. C. Kim, “Alliances in the Global Auto Industry”,
Strategic Management Journal 14 (1993): 419-432, y P. Kale, H. Singh
y H. Perlmutter, “Learning and Protection of Proprietary Assets in
Strategic Alliances: Building Relational Capital”, Strategic Management
Journal 21 (2000): 217-237.
38. L. T. Chang, “China Eases Foreign Film Rules”, Wall Street Journal (15
de octubre de 2004): B2.
39. B. L. Simonin, “Transfer of Marketing Knowhow in International
Strategic Alliances”, Journal of International Business Studies (1999):
463-491, y J. W. Spencer, “Firms’ Knowledge Sharing Strategies in the
Global Innovation System”, Strategic Management Journal 24 (2003):
217-233.
40. C. Souza, “Microsoft Teams with MIPS, Toshiba”, EBN (10 de febrero
de 2003): 4.
41. M. Frankel, “Now Sony Is Giving Palm a Hand”, BusinessWeek (29 de
noviembre de 2000): 50.
42. Kale, Singh, y Perlmutter, “Learning and Protection of Proprietary
Assets”.
43. R. B. Reich y E. D. Mankin, “Joint Ventures with Japan Give Away Our
Future”, Harvard Business Review (marzo-abril 1986): 78-90.
44. J. Bleeke y D. Ernst, “The Way to Win in Cross-Border Alliances”,
Harvard Business Review (noviembre-diciembre de 1991): 127-135.
45. E. Booker y C. Krol, “IBM Finds Strength in Alliances”, B to B (10 de
febrero de 2003): 3, 27.
46. W. Roehl y J. F. Truitt, “Stormy Open Marriages Are Better”, Columbia
Journal of World Business (verano de 1987): 87-95.
47. Consulte T. Khanna, R. Gulati, y N. Nohria, “The Dynamics of Learning
Alliances: Competition, Cooperation, and Relative Scope”,
Strategic Management Journal 19 (1998): 193-210, y P. Kale, H. Singh
y H. Perlmutter, “Learning and Protection of Proprietary Assets in
Strategic Alliances: Building Relational Capital”, Strategic Management
Journal 21 (2000): 217-237.
48. Kale, Singh y Perlmutter, “Learning and Protection of Proprietary
Assets”.
49. Hamel, Doz, y Prahalad, “Collaborate with Competitors”; Khanna,
Gulati y Nohria, “The Dynamics of Learning Alliances: Competition,
Cooperation, and Relative Scope”, y E. W. K. Tang, “Acquiring
Knowledge by Foreign Partners from International Joint Ventures in a
Transition Economy: Learning by Doing and Learning Myopia”, Strategic
Management Journal 23 (2002): 835-854.
50. Hamel, Doz, y Prahalad, “Collaborate with Competitors”.
51. B. Wysocki, “Cross Border Alliances Become Favorite Way to Crack
New Markets”, Wall Street Journal (4 de marzo de 1990): A1.
52. Fuentes: J. Neff, “P&G Outpacing Unilever in Five-Year Battle”,
Advertising Age (3 de noviembre de 2003): 1-3; G. Strauss, “Firm
Restructuring into Truly Global Company”, USA Today (10 de septiembre
de 1999): B2; declaración 10K de Procter & Gamble, 2006;
M. Kolbasuk McGee, “P&G Jump-Starts Corporate Change”, Information
Week (1 de noviembre de 1999): 30-34; J. Birchall, “P&G’s
Strong Sales Growth Beats Forecasts”, Financial Times (3 de agosto de
2006): 22.
Capítulo 9
1. www.sap.com (2006).
2. www.oracle.com (2006).
3. Naciones Unidas, World Investment Report 2001 (Nueva York: Naciones
Unidas, noviembre de 2001).
4. Y . J. Dreazen, G. Ip y N. Kulish, “Why the Sudden Rise in the Urge to
Merge and Create Oligopolies?”, Wall Street Journal, 25 de febrero de
2002, p. A1.
5. Consulte evidencias sobre adquisiciones y desempeño en R. E. Caves,
“Mergers, Takeovers, and Economic Efficiency”, International Journal
of Industrial Organization 7 (1989): 151-174; M. C. Jensen y R. S.
Ruback, “The Market for Corporate Control: The Scientific Evidence”,
Journal of Financial Economics 11 (1983): 5-50; R. Roll, “Empirical
Evidence on Takeover Activity and Shareholder Wealth”, en J. C.
Coffee, L. Lowenstein, y S. Rose (eds.), Knights, Raiders and Targets
(Oxford: Oxford University Press, 1989); A. Schleifer y R. W. Vishny,
“Takeovers in the 60s and 80s: Evidence and Implications”, Strategic
Management Journal 12 (edición especial, invierno de 1991): 51-60,
y T. H. Brush, “Predicted Changes in Operational Synergy and Post
Acquisition Performance of Acquired Businesses”, Strategic Management
Journal 17 (1996): 1-24.
6. “Few Takeovers Pay Off for Big Buyers”, Investors Business Daily (25 de
mayo de 2001): 1.
7. K. R. Harrian, “Formulating Vertical Integration Strategies”, Academy
of Management Review 9 (1984): 638-652.
8. Ésta es la esencia del argumento de Chandler. Consulte Alfred D.
Chandler, Strategy and Structure (Cambridge, Mass.: MIT Press, 1962).
El mismo argumento es planteado por Jeffrey Pfeffer y Gerald R.
Salancik, The External Control of Organizations (Nueva York: Harper
& Row, 1978). Consulte también K. R. Harrigan, Strategic Flexibility
(Lexington, Mass.: Lexington Books, 1985); K. R. Harrigan, “Vertical
Integration and Corporate Strategy”, Academy of Management Journal
28 (1985): 397-425, y F. M. Scherer, Industrial Market Structure and
Economic Performance (Chicago: Rand McNally, 1981).