Space Oddity — On Managerial Decision Making and Space

Patrik Ström and Roger Schweizer

Chapter 17 in Spaces of International Economy and Management, 2012, pp 304-321 from Palgrave Macmillan

Abstract: Abstract How managers reason, judge, and decide where to internationalize their businesses — for example, what new market to enter or where to (re)locate production — has been a central question in the literature on internationalization of firms since the early 1970s. As argued in the research review below, the disciplines of international business and economic geography offer various streams of research, all of which focus on different elements of this complex assessment and thereby also propose different explanations for firms’ decisions related to geographical space and context. In this paper, space and context will be used interchangeably. A similar jigsaw exists regarding the question of how a firm’s local geographical context influences the above-mentioned decisions. Despite 40 years of research, this complexity in decision making has not been adequately mirrored in the prevailing research streams dealing with various aspects relating to a firm’s international expansion in geographic space. We still grope about in the dark. We still lack studies that attempt to provide a holistic view on what is important for managers making these decisions. For example, when managers decide to establish a subsidiary in the United States, Asia, or Europe, what do they prioritize? What are they consciously and/or unconsciously considering in this decision-making process and why?

Keywords: Foreign Direct Investment; International Business; Foreign Market; Economic Geography; International Entrepreneurship (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-35955-0_17

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DOI: 10.1057/9780230359550_17

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