The Relevance of Timing and Time in International Business — Analysis of Different Perspectives and Results

  • Bernhard Swoboda


When textbooks of international business are examined, the impression is that managers tend to concentrate on content management while neglecting time management of internationalisation. They analyse country markets, they choose between standardisation or differentiation of market processing, they conduct portfolio analysis, or they implement global sourcing practice. On the other hand, the discussion about first-mover advantages and time strategies has sharpened our awareness that time is a valuable resource (cf. Lieberman/Montgomery, 1988; Stalk/Hout, 1990; Teplensky et al, 1993; Bryman, 1997). The practical relevance of time management seems to be obvious. Every day, managers try to control time aspects of processes. Time plays an increasingly critical role in shaping international corporate behaviour and represents an important source of competitive advantage in international settings (cf. Kutschker/Bäurle/Schmid, 1997). Nevertheless, knowledge about timing or time in international business is limited.


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© Betriebswirtschaftlicher Verlag Dr. Th. Gabler GmbH, Wiesbaden 2002

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  • Bernhard Swoboda

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