1.7 Literature for the chapter

  • Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders. Harvard Business School Press. Helps with understanding global organizational models addressed at SurMedia, in particular matrix structures for global projects.
  • Beamish, P. W. (2013). The role of alliances in international business. Routledge. Explains strategic alliances that play a central role in the chapter, such as SurMedia’s trade-off between local partners in Spain and Morocco.
  • Cavusgil, S. T., Knight, G., Riesenberger, J., Rammal, H. G., & Rose, E. L. (2020). International business. Pearson. A broad standard work on global value chains, cultural differences, and international projects, all of which are central elements of the case study.
  • Chandler, A. D. (1992). Strategy and structure. MIT Press. Directly related to the question of a new organizational structure, as SurMedia examines the transition from a flat structure to an international architecture.
  • Deresky, H. (2017). International management. Pearson. A standard work on intercultural management, leadership, and international projects, covering all human conflict zones addressed in the case study.
  • Eden, L., & Miller, S. (2004). Distance matters. Administrative Science Quarterly, 49(1). Explains the significance of different dimensions of distance that become visible in SurMedia’s kick-off meeting.
  • Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79(8). Deepens the logical problems of cultural and administrative distance that arise in the chapter.
  • Hall, E. T. (1976). Beyond culture. Anchor Books. Provides the foundation for the different communication styles in the kick-off meeting and the conflicts between the United States, Morocco, Spain, Germany, and Argentina.
  • Hofstede, G. (2001). Culture’s consequences. Sage. Explains cultural differences that shape interactions in the project, particularly directness compared with indirect communication.
  • House, R. J. et al. (2004). Culture, leadership, and organizations. Sage. Useful for the global leadership component that Sofia must manage in the chapter.
  • Kogut, B., & Singh, H. (1988). The effect of national culture on entry mode choice. Journal of International Business Studies, 19(3). Relevant because SurMedia must choose between subsidiaries and alliances in Spain and Morocco.
  • Kostova, T. (1999). Transnational transfer of organizational practices. Academy of Management Review, 24(2). Central to the transfer of quality standards and ethical requirements across different countries in the project.
  • Meyer, K. E., & Rowan, B. (2006). Multinational enterprises and host country institutions. Journal of International Business Studies, 37(6). Explains institutional differences that arise in the case, for example between Spain, Morocco, and India.
  • Oviatt, B. M., & McDougall, P. P. (1994). Toward a theory of international new ventures. Journal of International Business Studies, 25(1). Appropriate because SurMedia is catapulted from a local company into a global project and thus displays characteristics of an international new venture.
  • Peng, M. W. (2017). Global business. Cengage. A broad work covering strategy, organization, and institutional framework conditions, all of which are directly visible in the chapter.
  • Prahalad, C. K., & Doz, Y. L. (1987). The multinational mission. Free Press. Directly relevant to the question of standardization versus adaptation that Sofia examines in relation to production style.
  • Shenkar, O. (2001). Cultural distance revisited. Journal of International Business Studies, 32(3). Explains the failure of purely distance-based metrics, which fits precisely with the cultural conflict in the kick-off meeting.
  • Watson, T. (2002). Organizing and managing work. Routledge. Refers to real work organization in global projects, which is central to the case.
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