Abstract
Current trends appear to suggest that globally integrated strategies are the wave of the future for many industries, but no theoretically sound, firm-level model explains this situation. International business models explain industry trends from economic perspectives, and organizational theory is beginning to examine the organizing principles of multinational firms, but a gap exists in explaining the strategic motivations of multinational firms as they expand and integrate worldwide. This article develops a capability-driven, as opposed to market-driven, framework of multinational strategy. This contingent framework explains the organizational consequences of international expansion and global integration depending on the capability types, capability strategies, and multinational strategies of the multinational firm.
Document Type
Article
Publication Date
Fall 9-2002
Publisher Statement
Copyright © 2002 University of California Press. This article first appeared in California Management Review 45, no. 1 (Fall 2002): 116-35.
Please note that downloads of the article are for private/personal use only.
Recommended Citation
Tallman, Stephen, and Karin Fladmoe-Lindquist. "Internationalization, Globalization, and Capability-Based Strategy." California Management Review 45, no. 1 (Fall 2002): 116-35. doi:10.2307/41166156.
Included in
Business Administration, Management, and Operations Commons, International Business Commons