Are Scores on Hofstede's Dimensions of National Culture Stable over Time? A Cohort Analysis
By: Sjoerd Beugelsdijk, Robbert Maseland, and Andre Van Hoorn
Volume 5, Issue 3
Acquisitions as Entrepreneurship: Asymmetries, Opportunities, and the Internationalization of Multinationals from Emerging Economies
by Anoop Madhok and Mohammad Keyhani
Volume 2, Issue 1
Emerging Market Multinationals and the Theory of the Multinational Enterprise
by Jean-François Hennart
Volume 2, Issue 3
Reverse Innovation, Emerging Markets, and Global Strategy
by: Vijay Govindarajan and Ravi Ramamurti
In 2017, five years after the Global Strategy Journal was launched, an annual best paper award was established by co-sponsors Wiley and the Strategic Management Society to honor substantial work published in the GSJ. As with the Dan and Mary Lou Schendel Best Paper Prize, the award is for a paper published five or more years prior to the recognition. This delay allows time for the impact of papers to be assessed in terms of citations and influence of the paper on teaching, research, and/or practice. Once eligible, a paper remains eligible until selected as the best paper. Continued eligibility allows recognition to be made for those insights and findings that sometimes occur before their time and only become widely recognized as significant after other work is published.
The award committee consists of the Editorial Board of the Global Strategy Journal.
Authors of the winning paper receive a monetary award of US$ 5,000. The award is given and the authors are recognized at the SMS Annual Conference and are invited to participate in the SMS Awards & Honors Webinar Series.
In their pioneering article, Kotha and Srikanth (GSJ, 2013) draw together the diverse literatures on new product development, global value chains, and innovation management to increase our understanding of how lead firms create value. Anchoring their study within the global aerospace industry, they analyze the case of the 787 Dreamliner program to highlight the integration challenges that Boeing faced. They demonstrate how Boeing used partial co-location, a centralized integration support center, as well as duplicating some supplier activities in-house as tools to increase transparency within the system. These practical methodologies to reduce asymmetric information are crucial for firms that seek to leverage globally distributed knowledge bases, especially in high technology industries.
