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International Business pp 125–136Cite as

Palgrave Macmillan

Switching Operation Mode — A Strategic Approach

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Part of the book series: The Academy of International Business ((AIB))

Abstract

International business researchers have been interested in the choice of a company’s foreign operation mode since the 1960s (Hymer 1960, 1976), and there is good reason to conclude that this has become an established field of research (Benito et al., 2010; Werner 2002). Therefore, one might question whether there is really a need for another study on the subject. However, a review of the literature shows that, surprisingly, despite the quantity of prior research on the topic, it seems to be rather biased. For example, researchers seem to have concentrated their efforts on studying the company’s entry into a foreign market and the operation mode chosen, and to have paid significantly less attention to what happens after the entry has been made (Canabal and White 2008; Brouthers and Hennart 2007; Welch et al., 2007; Harzing, 2002).

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Authors
  1. Niina Nummela
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  2. Sami Saarenketo
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Editor information

Editors and Affiliations

  1. University of Edinburgh Business School, UK

    Simon Harris  & Veselina Stoyanova  & 

  2. Lappeenranta University of Technology, Finland

    Olli Kuivalainen

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© 2012 Niina Nummela and Sami Saarenketo

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Nummela, N., Saarenketo, S. (2012). Switching Operation Mode — A Strategic Approach. In: Harris, S., Kuivalainen, O., Stoyanova, V. (eds) International Business. The Academy of International Business. Palgrave Macmillan, London. https://doi.org/10.1057/9781137007742_8

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