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Pehrsson, A. & Rollins, M. (2018). Market knowledge and dynamic capabilities in creating competitive advantage in an international new venture. In: Proceedings of the 51st Hawaii International Conference on System Sciences: . Paper presented at The 51st Hawaii International Conference on System Sciences, Waikoloa, USA, January 3-6, 2018 (pp. 4301-4308). Honolulu: University of Hawai'i Press, 51
Open this publication in new window or tab >>Market knowledge and dynamic capabilities in creating competitive advantage in an international new venture
2018 (English)In: Proceedings of the 51st Hawaii International Conference on System Sciences, Honolulu: University of Hawai'i Press, 2018, Vol. 51, p. 4301-4308Conference paper, Published paper (Refereed)
Abstract [en]

This paper focuses on market knowledge and dynamic capabilities in creating competitive advantage in a local unit of an International New Venture (INV). This paper draws on the knowledge-based view of the firm and builds a conceptual model that illustrates the impact of broad and deep market knowledge on the local unit’s competitive advantage and performance. It is proposed that the INV unit needs dynamic capabilities in order to efficiently convert market knowledge into competitive advantage and then performance. Managerial implications, next steps of the research, and avenues for the future research are discussed.

Place, publisher, year, edition, pages
Honolulu: University of Hawai'i Press, 2018
Series
Proceedings of the Hawaiian International Conference on System Sciences
Keywords
Knowledge Society, Culture, Knowledge Systems, Knowledge Management, Market knowledge, Dynamic capabilities, International New Ventures
National Category
Business Administration
Research subject
Economy, Marketing
Identifiers
urn:nbn:se:lnu:diva-69536 (URN)9780998133119 (ISBN)
Conference
The 51st Hawaii International Conference on System Sciences, Waikoloa, USA, January 3-6, 2018
Available from: 2018-01-02 Created: 2018-01-02 Last updated: 2018-01-16Bibliographically approved
Pehrsson, A. (2017). Foreign subsidiaries’ competitive strategy: the impact of corporate support and local competition. European Business Review, 29(6), 606-627
Open this publication in new window or tab >>Foreign subsidiaries’ competitive strategy: the impact of corporate support and local competition
2017 (English)In: European Business Review, ISSN 0955-534X, E-ISSN 1758-7107, Vol. 29, no 6, p. 606-627Article in journal (Refereed) Published
Abstract [en]

Purpose – The study draws on the resource-based view and the contingency view of strategy. The purposeof this paper is to contribute to international strategy literature by extending the current understanding offoreign subsidiary’s competitive strategy in terms of cost leadership and product differentiation.

Design/methodology/approach – Hypotheses concern associations between corporate supportbuilding on product and skills relatedness and subsidiary strategies. Also, it is hypothesized that strategiesare due to the type of local competitive intensity. The hypotheses were tested on wholly owned subsidiaries ofSwedish industrial firms in Germany, the UK and the USA.

Findings – Product and skills relatedness between the subsidiary and the corporate core unit are positivelyassociated with the subsidiary’s emphasis on cost leadership. Also, a positive association was found betweenskills relatedness and product differentiation, and extensive competitive intensity strengthens therelationship.

Research limitations/implications – The study specifies what business relatedness is needed for asubsidiary’s competitive strategy; skills relatedness is more important than product relatedness; thetype of local competitive intensity is important; corporate support and local strategy operatesimultaneously.

Practical implications – Management is advised to implement a foreign subsidiary’s competitivestrategy by recognizing the mechanisms identified in this study.

Originality/value – In a unique way, the study captures the role of corporate support of a foreignsubsidiary’s competitive strategy relying on business relatedness and the importance of aligning the strategywith competitive intensity.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2017
Keywords
Competitive strategy, Competition, Foreign subsidiary, Business relatedness
National Category
Business Administration
Research subject
Economy, Marketing
Identifiers
urn:nbn:se:lnu:diva-69537 (URN)10.1108/EBR-04-2017-0068 (DOI)000416648900001 ()
Available from: 2018-01-02 Created: 2018-01-02 Last updated: 2018-05-17Bibliographically approved
Pehrsson, A. (2017). How does a foreign unit's differentiation strategy fit the competition context?. In: Paper presented at the 43nd Annual Conference of the European International Business Academy (EIBA), Milan, Italy, December 14-16, 2017: . Paper presented at The 43nd Annual Conference of the European International Business Academy (EIBA), Milan, Italy, December 14-16, 2017. European International Business Academy (EIBA)
Open this publication in new window or tab >>How does a foreign unit's differentiation strategy fit the competition context?
2017 (English)In: Paper presented at the 43nd Annual Conference of the European International Business Academy (EIBA), Milan, Italy, December 14-16, 2017, European International Business Academy (EIBA) , 2017Conference paper, Published paper (Refereed)
Abstract [en]

This study contributes to international business literature by addressing the important issue of contextual boundaries to the effectiveness of differentiation strategies of industrial firms’ foreign units, notably wholly owned subsidiaries and co-operations. A model was tested using data from 166 foreign units of Swedish firms. For the first-tier boundary of price competition, a positive association was found between technology leadership and the unit’s performance. The association between market responsiveness and performance is strengthened if the firm is the sole owner of the unit and is able to fully control the strategy. For value-based competition, a positive association was found between market responsiveness and performance. Here, the second-tier boundary of market experience strengthens the association between technology leadership and performance. Contributions to literature are discussed.

Place, publisher, year, edition, pages
European International Business Academy (EIBA), 2017
Keywords
International strategy, Competition, Market experience
National Category
Business Administration
Research subject
Economy; Economy, Marketing
Identifiers
urn:nbn:se:lnu:diva-69535 (URN)
Conference
The 43nd Annual Conference of the European International Business Academy (EIBA), Milan, Italy, December 14-16, 2017
Available from: 2018-01-02 Created: 2018-01-02 Last updated: 2018-03-02Bibliographically approved
Pehrsson, A. (2017). International Firms’ Market Orientation and Use of Knowledge: Implications for Market Information Systems. In: Proceedings of the 50th Hawaii International Conference on System Sciences: . Paper presented at 50th Hawaii International Conference on System Sciences, Manoa, Hawaii, USA, January 4-7, 2017 (pp. 4596-4602). Manoa, Hawaii, USA: University of Hawai'i at Manoa
Open this publication in new window or tab >>International Firms’ Market Orientation and Use of Knowledge: Implications for Market Information Systems
2017 (English)In: Proceedings of the 50th Hawaii International Conference on System Sciences, Manoa, Hawaii, USA: University of Hawai'i at Manoa , 2017, p. 4596-4602Conference paper, Published paper (Refereed)
Abstract [en]

Efficient dissemination of market knowledge within the industrial firm is essential to global competitiveness. However, use of knowledge regarding firm’s foreign markets needs more attention in research. This paper extends the understanding of the industrial firm’s use of its stock of market knowledge. Relying on the knowledge-based view of the firm and the market orientation construct, a conceptual model and propositions are developed. These focus on associations between foreign subsidiary’s value-adding scope and its growth, and the moderating roles of market knowledge created locally, or somewhere else in the corporation. An understanding of the importance of knowledge of foreign markets and use situations will facilitate the design of market information systems that include creation and sharing of knowledge within international industrial firms.

Place, publisher, year, edition, pages
Manoa, Hawaii, USA: University of Hawai'i at Manoa, 2017
Keywords
Knowledge use, Market information systems, Market orientation
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
urn:nbn:se:lnu:diva-59763 (URN)9780998133102 (ISBN)
Conference
50th Hawaii International Conference on System Sciences, Manoa, Hawaii, USA, January 4-7, 2017
Available from: 2017-01-12 Created: 2017-01-12 Last updated: 2018-05-17Bibliographically approved
Pehrsson, A. (2016). Firm’s international competitiveness: innovativeness and customer responsiveness of the foreign subsidiary. In: Kevin Ibeh (Ed.), 'International Business in a Multi-speed Global Economy', 43rd Annual Conference of the Academy of International Business AIB-UKI (UK & Ireland Chapter): . Paper presented at The UK and Ireland Chapter Meeting of Academy of International Business, London, UK, April 7-9, 2016. London: Birkbeck, University of London
Open this publication in new window or tab >>Firm’s international competitiveness: innovativeness and customer responsiveness of the foreign subsidiary
2016 (English)In: 'International Business in a Multi-speed Global Economy', 43rd Annual Conference of the Academy of International Business AIB-UKI (UK & Ireland Chapter) / [ed] Kevin Ibeh, London: Birkbeck, University of London , 2016Conference paper, Published paper (Refereed)
Abstract [en]

In order to increase a foreign subsidiary’s contribution to international competitiveness of theindustrial firm it is decisive to be aware of boundaries to the subsidiary’s differentiationstrategy that may hamper its performance. Based on a literature review, this article develops atheoretical model in which the differentiations components of innovativeness and customerresponsiveness build on dynamic capabilities. The model contributes to theory by proposing anegative contingency effect of competitive dynamics on foreign subsidiary’s positiverelationships between innovativeness/responsiveness and performance. Also, the modelproposes that an appropriate value-adding mandate assigned to the subsidiary strengthens thedirect relationships. Implications and further research are discussed.

Place, publisher, year, edition, pages
London: Birkbeck, University of London, 2016
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
urn:nbn:se:lnu:diva-59318 (URN)
Conference
The UK and Ireland Chapter Meeting of Academy of International Business, London, UK, April 7-9, 2016
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2018-05-17Bibliographically approved
Pehrsson, A. (2016). Firm’s strategic orientation, market context, and performance: literature review and opportunities for international strategy research. European Business Review, 28(4), 378-404
Open this publication in new window or tab >>Firm’s strategic orientation, market context, and performance: literature review and opportunities for international strategy research
2016 (English)In: European Business Review, ISSN 0955-534X, E-ISSN 1758-7107, Vol. 28, no 4, p. 378-404Article, review/survey (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to extend the understanding of relationships betweenentrepreneurial orientation (EO) and performance, and between market orientation (MO) andperformance in different market contexts that set boundaries for performance.

Design/methodology/approach – The paper presents a review of studies containing empiricalresearch incorporating EO, MO, market context and firm performance.

Findings – Patterns regarding content of previous studies of the issue are outlined, and crucialresearch gaps are identified. These concern a lack of focus on relationships between EO/MO andperformance of foreign units.

Research limitations/implications – First, further studies on international strategy need todevelop EO/MO components that are consistent with foreign units’ value-adding roles. Second, theimpact of dynamism originating from competitors in foreign markets needs attention. Third, directimpacts of market dynamism on performance of foreign units, and moderating roles of EO/MO need tobe studied.

Practical implications – International competitiveness of the firm as a whole would benefit fromhigher performance of foreign units that may be achieved through aligning EO/MO with local marketcontexts.

Originality/value – Meta-analyses show that it is difficult to establish universal direct relationshipbetween EO/MO and performance and that the importance of market context is underestimated. Thepaper provides opportunities for further studies that may clarify underlying contingency mechanisms.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
Performance, Entrepreneurial orientation, Market orientation, International strategy, Market context
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
urn:nbn:se:lnu:diva-59315 (URN)10.1108/EBR-11-2015-0142 (DOI)000379771300001 ()2-s2.0-84976535061 (Scopus ID)
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2018-05-17Bibliographically approved
Pehrsson, A. (2016). Foreign subsidiary’s differentiation: innovativeness, customer responsiveness, and contingencies. In: Paper presented at the Strategic Management Society Special Conference, Rome, Italy, June 5-7, 2016: . Paper presented at The Strategic Management Society Special Conference, Rome, Italy, June 5-7, 2016. Strategic Management Society
Open this publication in new window or tab >>Foreign subsidiary’s differentiation: innovativeness, customer responsiveness, and contingencies
2016 (English)In: Paper presented at the Strategic Management Society Special Conference, Rome, Italy, June 5-7, 2016, Strategic Management Society , 2016Conference paper, Published paper (Refereed)
Abstract [en]

This article draws on the dynamic capability view (Eisenhardt and Martin, 2000;Teece, 2014) and the contingency perspective of strategy (Boyd et al., 2012). The purpose isto extend the understanding of mechanisms underlying relationships between a differentiationstrategy of an industrial firm’s foreign subsidiary and its performance. First, I argue that thestrategy of the foreign subsidiary needs to rely on dynamic capabilities in order to be alignedwith a dynamic local context. Second, I argue that competitive dynamics in the foreignmarket, and the value-adding mandate assigned to the subsidiary are contextual boundaries ofthe strategy. An understanding of the impact of the contingencies would render the strategymore effective and extend the subsidiary’s contribution to firm’s global competitiveness.

Place, publisher, year, edition, pages
Strategic Management Society, 2016
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
urn:nbn:se:lnu:diva-59319 (URN)
Conference
The Strategic Management Society Special Conference, Rome, Italy, June 5-7, 2016
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2018-05-17Bibliographically approved
Pehrsson, A. (2016). Global competitiveness through foreign subsidiaries’ differentiation: the moderating roles of competitive dynamics and mandate. In: Paper presented at the 42nd Annual Conference of the European International Business Academy, Vienna, Austria, December 2-4, 2016: . Paper presented at The 42nd Annual Conference of the European International Business Academy, Vienna, Austria, December 2-4, 2016. EIBA - European International Business Academy
Open this publication in new window or tab >>Global competitiveness through foreign subsidiaries’ differentiation: the moderating roles of competitive dynamics and mandate
2016 (English)In: Paper presented at the 42nd Annual Conference of the European International Business Academy, Vienna, Austria, December 2-4, 2016, EIBA - European International Business Academy , 2016Conference paper, Published paper (Refereed)
Abstract [en]

In order to increase a foreign subsidiary’s contribution to the global competitiveness of an industrial firm, an awareness of the boundaries to the subsidiary’s strategy of differentiation that may hamper the subsidiary’s performance is essential. Drawing on the contingency perspective of strategy, this article extends current understanding of relationships between the differentiation strategy of the industrial firm’s foreign subsidiary and its performance. A conceptual model is developed in which the differentiation strategies of innovativeness and customer responsiveness build on dynamic capabilities. Contingency factors consist of type of local competitive dynamics and the value-adding mandate assigned to the subsidiary. The model is illustrated by subsidiaries of four industrial firms operating on the US market. Five propositions are developed regarding direct effects of the strategies on performance, and contingency effects of combinations of rivalry and relational competitive dynamics and upstream and downstream activities of the subsidiary.

Place, publisher, year, edition, pages
EIBA - European International Business Academy, 2016
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
urn:nbn:se:lnu:diva-59320 (URN)
Conference
The 42nd Annual Conference of the European International Business Academy, Vienna, Austria, December 2-4, 2016
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2018-05-17Bibliographically approved
Pehrsson, A. (2016). How does a foreign subsidiary’s differentiation strategy fit competitive dynamics and mandate?. European Business Review, 28(6), 690-708
Open this publication in new window or tab >>How does a foreign subsidiary’s differentiation strategy fit competitive dynamics and mandate?
2016 (English)In: European Business Review, ISSN 0955-534X, E-ISSN 1758-7107, Vol. 28, no 6, p. 690-708Article in journal (Refereed) Published
Abstract [en]

Purpose – Drawing on the contingency perspective of strategy, the purpose of this paper is to extendcurrent understanding of fit between a differentiation strategy of the industrial firm’s foreignsubsidiary and key contextual boundaries.

Design/methodology/approach – A conceptual framework is developed in which a differentiationstrategy involves the complementary approaches of innovativeness and customer responsiveness. The key boundaries consist of local competitive dynamics and the value-adding mandate assigned to thesubsidiary. Detailed features of four types of differentiation strategies are identified by analysingstrategies applied by subsidiaries of industrial firms operating on the US market.

Findings – Four propositions are developed regarding alignment between strategy types and theboundaries. Relationships are proposed regarding a strategy type and a context specified by rivalry/relational competitive dynamics, and a broad/narrow value-adding mandate.

Research limitations/implications – The conceptual framework and the propositions may betested by analysing statistical data on industrial firms’ subsidiaries operating in several host countries.

Practical implications – To increase a foreign subsidiary’s contribution to the global competitiveness ofan industrial firm, an awareness of the boundaries to the subsidiary’s strategy of differentiation that mayhamper the subsidiary’s performance is essential.

Originality/value – The conceptual framework, and the propositions, contributes to literature on theindustrial firm’s global strategy because it focuses on subsidiary strategy and extends presentunderstanding of the mechanisms that drive the effectiveness of a foreign subsidiary’s differentiation strategy.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
Differentiation, Subsidiary, Strategy, Fit, Competitive dynamics, Value-adding
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
urn:nbn:se:lnu:diva-59316 (URN)10.1108/EBR-08-2016-0107 (DOI)000386792300005 ()2-s2.0-84992035821 (Scopus ID)
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2018-05-17Bibliographically approved
Pehrsson, A. (2016). Sequential expansion in a foreign market: knowledge drivers and contingencies of establishments of additional subsidiaries. European Business Review, 28(3), 285-311
Open this publication in new window or tab >>Sequential expansion in a foreign market: knowledge drivers and contingencies of establishments of additional subsidiaries
2016 (English)In: European Business Review, ISSN 0955-534X, E-ISSN 1758-7107, Vol. 28, no 3, p. 285-311Article in journal (Refereed) Published
Abstract [en]

Purpose – A multinational firm’s expansion in a foreign market is a key issue of internationalbusiness. The purpose of this study is to extend the understanding of essential drivers that will facilitatefirm’s assessment of alternative modes of sequential expansion.

Design/methodology/approach – The study applies the knowledge-based view and explores amultinational firm’s sequential post-entry expansion in a foreign market. Event histories of Swedishindustrial firms’ establishments of wholly owned subsidiaries in Germany, the UK and the USA wereexplored using Cox regression.

Findings – Broad market experiences stemming from corporate strategy and deep experiences fromthe preceding subsidiary increase the likelihood of a sequential investment. Effects of broad experiencesare contingent on the context specified by the geographic scope of the firm and its general subsidiaryexperience.

Research limitations/implications – The study contributes to international expansion theory andintegrates sources of knowledge originating from strategy theory and internationalization theory. Thestudy shows that the dual approach is needed to understand international expansion.

Practical implications – In evaluating a further subsidiary investment in a foreign market, themultinational firm is advised to assess whether it possesses enough market experiences to justify theinvestment. The experiences should be associated with corporate strategy, the previous wholly ownedsubsidiary and the context specifications identified in the study.

Originality/value – The study is unique, as it addresses the simultaneous impact of broad and deepmarket experiences. Also, the inclusion of central context specifications makes the study novel.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
Knowledge-based view, Strategy, Subsidiary, Post-market entry, Sequential expansion
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
urn:nbn:se:lnu:diva-59311 (URN)10.1108/EBR-01-2016-0017 (DOI)000379018300003 ()2-s2.0-85010465817 (Scopus ID)
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2018-05-17Bibliographically approved
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ORCID iD: ORCID iD iconorcid.org/0000-0003-0455-0643

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