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J. Johanson, J. Vahlne (1977)
The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market CommitmentsJournal of International Business Studies, 8
B. Oviatt, P. McDougall (1997)
Challenges for Internationalization Process Theory: The Case of International New Ventures
P. Fitzroy, James Hulbert, A. Ghobadian (2012)
Strategic Management: The Challenge of Creating Value
Francine Lafontaine, David Leibsohn (2004)
Beyond Entry: Examining McDonald's Expansion in International Markets
Gerhard Kling, A. Ghobadian, M. Hitt, U. Weitzel, Nicholas O'Regan (2014)
The Effects of Cross‐Border and Cross‐Industry Mergers and Acquisitions on Home‐Region and Global Multinational EnterprisesEconometric Modeling: Corporate Finance & Governance eJournal
A. Osterwalder, Y. Pigneur (2010)
Business Model Generation
S. Hollensen (2004)
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Stephen Tallman (1990)
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Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented within a subsidiary of a global organization, the relationship between subsidiary and headquarters and the need for continuous change and adaption to remain relevant. Furthermore, this case study describes a successful process of invention and adoption. Design/methodology/approach – The paper draws on documentary evidence and a semi‐structured interview with Jill McDonald CEO and President of McDonald's Northern Europe Division with responsibility for the UK, Sweden, Finland, Denmark, Norway and the Republic of Ireland. Management research rarely captures the views of the top executive, yet the top executives have a broad picture and are key strategic decision makers. Findings – The case study and interview offers a unique insight into factors contributing to McDonald's unprecedented success (it has paid an increased dividend for the past 37 years). It also sheds light on its successful internationalization strategy. Originality/value – The case study draws on published material and augments this with an in‐depth interview with the Chief Executive. Very few case studies offer insight into the thinking of a Chief Executive managing a subsidiary of a global organization. Its value lies in the lessons that managers and students of management can draw on the approach adopted by a highly successful global organization.
Journal of Strategy and Management – Emerald Publishing
Published: Feb 11, 2014
Keywords: International Business; Value proposition; Non‐related market strategies; Strategic decisions; Strategic innovation; Turnaround
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