Abstract
The integration-responsiveness (IR) framework has been used extensively in the literature and has proven useful in describing the issues facing managers in multinational organisations. In a review of the literature and empirical analysis of the domain of IR we raise important concerns about the way in which the ideas of Prahalad and Doz have been operationalised.
We would like to thank Erin Anderson, the participants at the 2002 AIB Conference, the 2000 EIBA Conference, seminar participants at the University of Illinois and the AGSM, as well as the reviewers and editors of the Management International Review for their helpful comments. The Australian Research Council, INSEAD, and The Centre for Corporate Change at the AGSM supported this research. The authors are listed in reverse alphabetical order with each having contributed equally to the project.
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Venaik, S., Midgley, D.F., Devinney, T.M. (2004). A New Perspective on the Integration-Responsiveness Pressures Confronting Multinational Firms. In: Brock, D.M., Birkinshaw, J. (eds) Management International Review. Journal of International Business. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-322-90999-2_3
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