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Global strategy and population-level learning: The case of hard disk drives

McKendrick, D.G.

Authors

D.G. McKendrick



Abstract

Some scholars argue that firms within the same industry engage in similar foreign investment behavior irrespective of nationality because they face a common set of pressures and incentives. Others emphasize the persistent diversity in business practices and behavior of firms from different nations as they invest abroad. Using the hard disk drive industry as a case, this paper explores whether nationality or industry has the greater influence on global strategy and whether it affects industry performance. The findings suggest that firms from the same nation are likely to adopt similar global strategies initially, but that, over time, the industry as a whole converges on the same blueprint for action. At the same time, however, strategic focus and organizational characteristics moderate national influences: firms from the same nation are more likely to adopt the same global strategy if they compete in the same product segment and are of similar size and age. The evidence also indicates that the national industry that is first to select what becomes the dominant strategy acquires an advantage over competitors from other countries.

Citation

McKendrick, D. (2001). Global strategy and population-level learning: The case of hard disk drives. Strategic Management Journal, 22(4), 307-334. https://doi.org/10.1002/smj.161

Journal Article Type Article
Publication Date 2001-04
Deposit Date Aug 27, 2008
Journal Strategic Management Journal
Print ISSN 0143-2095
Electronic ISSN 1097-0266
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 22
Issue 4
Pages 307-334
DOI https://doi.org/10.1002/smj.161
Keywords Global strategy, Organizational learning, Mimicry, Multinational corporations.
Public URL https://durham-repository.worktribe.com/output/1601041