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dc.contributor.authorBreunig, Karl Joachim
dc.contributor.authorKvålshaugen, Ragnhild
dc.contributor.authorHydle, Katja Maria
dc.date.accessioned2014-05-19T16:18:12Z
dc.date.accessioned2014-10-03T11:54:02Z
dc.date.available2014-05-19T16:18:12Z
dc.date.available2014-10-03T11:54:02Z
dc.date.issued2014
dc.identifier.citationJournal of World Business, 49(2014)4: 502-511nb_NO
dc.identifier.issn1090-9516
dc.identifier.issn1878-5573
dc.identifier.urihttp://hdl.handle.net/11250/222942
dc.descriptionThis is the authors’ accepted, refereed and final manuscript to the article. Publisher’s version available at http://dx.doi.org/10.1016/j.jwb.2013.12.004nb_NO
dc.description.abstractThis study presents three different business models (continuous, repetitious, and unique) identified in international professional service firms that pursue a transnational strategy. These business models have varying opportunities for global integration. We extend the integration–responsiveness framework by offering a framework for analyzing how to balance global integration with local responsiveness when pursuing a transnational strategy. By identifying the content, structure, and governance transactions of the three business models, we can determine when to pursue headquarters-initiated global integration and when to choose strategies that ensure local responsiveness and subsidiary competitiveness in local markets.nb_NO
dc.language.isoengnb_NO
dc.publisherElseviernb_NO
dc.titleKnowing your boundaries: Integration opportunities in international professional service firmsnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.date.updated2014-05-19T16:18:12Z
dc.source.journalJournal of World Businessnb_NO
dc.identifier.doi10.1016/j.jwb.2013.12.004
dc.identifier.cristin1067723
dc.description.localcode1, Forfatterversjonnb_NO


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