Value adding in international settings : strategy causes and performance effects

• Internationalization and a changing global environment create a need for industrial firms to evaluate their international strategies. Appropriate geographic configuration of value adding activities is crucial as it establishes the capacity to respond locally and exploit advantages. This study identified strategy causes and performance effects of local value adding using survey data from industrial firms in Germany, the U.K. and the U.S.A. It was found that a divergence strategy on the market combined with low relatedness to the parent’s core business favor extensive local value adding, and that local product development and customer services are performance drivers. Contributions to international strategy literature are discussed.

Nyckelord

international strategy

business strategy

business relatedness

local responsiveness

value chain

product development

production

customer services performance.

Marketing

Marknadsföring

Publikations- och innehållstyp

ref (ämneskategori)

kon (ämneskategori)