The strategies of small and large international specialists |
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| Institution: | 1. School of Business, Rutgers University, Camden, NJ, USA;1. Department of Epidemiology, College of Public Health, University of Nebraska Medical Center, Omaha, NE 68198-4395, U.S.A;2. Gharbiah Cancer Society, Tanta, Egypt;1. ICREA, Pg. Lluís Companys 23, 08010 Barcelona, Spain;2. IPHES – Institut Català de Paleoecologia Humana i Evolució Social, Campus Sescelades URV (Edifici W3), 43007 Tarragona, Spain;3. Area de Prehistoria, Universitat Rovira i Virgili (URV), Avinguda de Catalunya 35, 43002 Tarragona, Spain;1. IPHES – Institut Català de Paleoecologia Humana i Evolució Social, Campus Sescelades URV (Edifici W3), 43007 Tarragona, Spain;2. Area de Prehistoria, Universitat Rovira i Virgili (URV), Avinguda de Catalunya 35, 43002 Tarragona, Spain;1. Department of Orthodontics, School of Dentistry, University of Bonn, Welschnonnenstr. 17, 53111, Bonn, Germany;2. Department of Oral Technology, School of Dentistry, University of Bonn, Welschnonnenstr. 17, 53111, Bonn, Germany;3. Clinical Research Unit 208, University of Bonn, 53111, Bonn, Germany;4. Department of Periodontology and Geriatric Dentistry, Institute of Dentistry, University of Oulu, Medical Campus, Aapistie 3A, PO 5281, 90014, Oulu, Finland;5. Medical Research Methodology, Medical School, Aristotle University, PO 17034, 54210, Thessaloniki, Greece;6. Department of Periodontology, Operative and Preventive Dentistry, School of Dentistry, University of Bonn, Welschnonnenstr. 17, 53111, Bonn, Germany;1. Department of Mechanical Engineering, National Taiwan University of Science and Technology, Taipei 106, Taiwan;2. Department of Mechanical Engineering, Ming Chi University of Technology, New Taipei City 24301, Taiwan;3. Physics Department, Southern Federal University, Rostov on Don, Russia;4. Faculty of Science and Technology, University of Macau, Macau, China;5. Prosperity Dielectrics Corporation, Taoyuan 338, Taiwan;6. Department of Mechanical Engineering, Hwa Hsia University of Technology, New Taipei City 23567, Taiwan;7. Material and Chemical Research Laboratories, Industrial Technology Research Institute, Hsinchu City 31040, Taiwan;8. Department of Physics, Fu Jen Catholic University, New Taipei City 24205, Taiwan |
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| Abstract: | Falling trade barriers and corporate restructuring are resulting in the creation of international specialists, firms that focus on one line of business but with an international scope. International specialists compose the growing middle ground between diversified multinational companies and local firms. This study of 41 firms identifies two types—large and small international specialists—that differ substantially in their governance structures, resources, functional strategy, and approach to international markets.Large international specialists have abundant resources and high growth expectations, make a concerted push to dominate worldwide markets, and increase their reach over multiple stages of their industry. Small international specialists do not have strong growth motivations. They are upstream players that outsource extensively, serve intermediate users, and enter international markets selectively in ways that conserve their limited resources.Managers should consider the strategic option of becoming an international specialist in addition to the known strategic alternatives of being a domestic or a diversified multinational firm. To become international specialists, strategists need to implement several, consistent actions across functions that reinforce one another. |
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