Search for Articles:
Title / Keyword
Author / Affiliation / Email
Journal
Article Type
 
 
Advanced Search
 
Section
Special Issue
Volume
Issue
Number
Page
 
4.8
3.0
Journals
Administrative Sciences
Special Issues
International Corporate Strategy and Management
share announcement

International Corporate Strategy and Management

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (10 July 2018) | Viewed by 29326

Special Issue Editors

Prof. Dr. Luis Ángel Guerras-Martín

E-Mail Website
Guest Editor
Department of Business Economics (ADO), Applied Economics and Fundamentals of Economic Analysis, Rey Juan Carlos University, 28933 Móstoles, Spain
Interests: management; strategic management; business; entrepreneurship; innovation; business management; strategic planning; investment; strategic analysis; strategic thinking
Dr. Jose Ángel Zúñiga-Vicente

E-Mail Website
Guest Editor
Department of Business Economics (ADO), Applied Economics and Fundamentals of Economic Analysis, Rey Juan Carlos University, 28933 Móstoles, Madrid, Spain
Interests: management; strategic management; innovation; business management; international business; SMEs; technology & innovation; international business management; innovation studies

Special Issue Information

Dear Colleagues,

This Special Issue will focus on one critical topic that has attracted a great amount of attention over the last years from scholars in different disciplines, as well as business leaders: International Corporate Strategy and Management. In fact, most scholars and businessmen are in agreement in arguing that to successfully compete and survive in an increasingly globalized environment like the current one, particular attention should be given to the issue of adoption and management of the most suitable international corporate strategies. The aim of this Special Issue is to shed fresh insights on this theme. Certainly, there is currently a large body of research on this topic but it seems obvious that further efforts are still necessary to obtain a better understanding on the phenomenon under study. Studies that conduct critical theoretical analysis, comparative observation, empirical testing and longitudinal case investigations relating to the Special Issue are particularly encouraged and welcome.

Some possible topics include but not limited to different corporate strategies always related to an international context:

  • Analysis of the main micro- and macro-determinants in the adoption and management of international corporate strategies. 
  • Diversification and corporate restructuring in an international context.
  • Study of the relationships between different corporate strategies (product and/or market) and organizational outcomes.
  • International Mergers and Acquisitions.
  • International cooperation agreements and alliances.
  • Main benefits and costs related to different types of international corporate strategies or international market-entry strategies.
  • The role of innovation in international corporate strategies.
  • Corporate government and Corporate Social Responsibility in an international context.
  • Corporate strategies in emerging versus developed countries.
  • Temporal analysis of the international path followed by firms.
  • Human resources and cross-cultural management in international firms.

Prof. Dr. Luis Ángel Guerras-Martín
Dr. Jose Ángel Zúñiga-Vicente
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Benefits of Publishing in a Special Issue

  • Ease of navigation: Grouping papers by topic helps scholars navigate broad scope journals more efficiently.
  • Greater discoverability: Special Issues support the reach and impact of scientific research. Articles in Special Issues are more discoverable and cited more frequently.
  • Expansion of research network: Special Issues facilitate connections among authors, fostering scientific collaborations.
  • External promotion: Articles in Special Issues are often promoted through the journal's social media, increasing their visibility.
  • e-Book format: Special Issues with more than 10 articles can be published as dedicated e-books, ensuring wide and rapid dissemination.

Further information on MDPI's Special Issue polices can be found here.

Published Papers (3 papers)

Download All Papers
Order results
Result details
Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:

Research

20 pages, 1525 KiB  
Article
Relationship between Corporate Social Responsibility (CSR) and Internationalisation Strategies: A Descriptive Study in the Spanish Context
by José-Luis Godos-Díez, Laura Cabeza-García and Cristina Fernández-González
Adm. Sci. 2018, 8(4), 57; https://doi.org/10.3390/admsci8040057 - 1 Oct 2018
Cited by 18 | Viewed by 9986
Abstract
Corporate social responsibility (CSR) is a voluntary competitive strategy that is based upon social, economic, and environmental improvement in which the organisation is involved. Internationalisation, a type of corporate strategy, is a set of processes that help companies to expand globally to achieve [...] Read more.
Corporate social responsibility (CSR) is a voluntary competitive strategy that is based upon social, economic, and environmental improvement in which the organisation is involved. Internationalisation, a type of corporate strategy, is a set of processes that help companies to expand globally to achieve the aim of improving their competitive position. Both of the strategies have become more important due to ever increasing globalisation, whose consequences modify economic and business environments, thus causing them to be more dynamic and competitive. This directly affects business management, thus companies increasingly consider the opinion of society, attempting to gain stakeholders’ trust through effective CSR management. In this context, this paper aims to analyse CSR and internationalisation strategies and their possible connection from a theoretical viewpoint. From a practical viewpoint, the relationship between both strategies is analysed while using a sample of Spanish listed companies. Full article
(This article belongs to the Special Issue International Corporate Strategy and Management)
►▼ Show Figures

Figure 1

15 pages, 268 KiB  
Article
Successful Human Resources Management Factors in International Mergers and Acquisitions
by José-Luis Rodríguez-Sánchez, Eva-María Mora-Valentín and Marta Ortiz-de-Urbina-Criado
Adm. Sci. 2018, 8(3), 45; https://doi.org/10.3390/admsci8030045 - 17 Aug 2018
Cited by 10 | Viewed by 12168
Abstract
Mergers and acquisitions (M&A) have received a great deal of attention in academic literature but the role of human resources management in M&A success is still understudied. Of the three stages identified in a merger and acquisition process (planning, integration and implementation), most [...] Read more.
Mergers and acquisitions (M&A) have received a great deal of attention in academic literature but the role of human resources management in M&A success is still understudied. Of the three stages identified in a merger and acquisition process (planning, integration and implementation), most research focuses on the planning and integration stages. Thus, the aim of this paper is to analyse the main factors that determine the success of HR management in the implementation stage of an international M&A operation: consolidate leadership; human resource provision and evaluation; structure, strategy and culture evaluation; and control of the merger and acquisition process. With this objective, we developed a case study of a multinational company that operates in the mechanical engineering sector. The results illustrate the main factors, human resource practices, and human resources management and behaviour outcomes undertaken by a multinational company during the M&A implementation stage. The case study allows researchers to learn from professionals and business leaders and presents a roadmap that can be considered to manage HR in the M&A process. Full article
(This article belongs to the Special Issue International Corporate Strategy and Management)
20 pages, 2106 KiB  
Article
Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning
by Joel Bigley
Adm. Sci. 2018, 8(3), 37; https://doi.org/10.3390/admsci8030037 - 25 Jul 2018
Cited by 3 | Viewed by 6085
Abstract
Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the [...] Read more.
Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism. Full article
(This article belongs to the Special Issue International Corporate Strategy and Management)
►▼ Show Figures

Figure 1

Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:
 
Displaying articles 1-3
Back to TopTop