Abstract
In this paper, I apply a multilevel model to analyze the strategy of GE Hitachi for the Saudi Arabian market. Based on my interview with the company and textual data I analyze how factors within the industry, inside the firm, and in the institutional context impact upon GE Hitachi’s performance in the Saudia Arabia. I find coopetitive behavior; vertical integration; technology; market-political ambidexterity; energy policy; industrial policy; and security policy to be the most important factors. My research extends Peng et al.’s (2009) strategy tripod by adding variables that enable it to analyze nuclear reactor manufacturers. In a future study, it is relevant to test my hypotheses using a larger sample size.
| Original language | English |
|---|---|
| Publication date | 2017 |
| Number of pages | 10 |
| Publication status | Published - 2017 |
| Event | 34th Euro-Asia Management Studies Association’s (EAMSA) Annual Conference: The Turning Tide of Globalization: Implications for European-Asian Business Collaboration - Copenhagen Business School, Frederiksberg, Denmark Duration: 15 Nov 2017 → 18 Nov 2017 Conference number: 34 http://www.tilmeld.dk/EAMSA2017 |
Conference
| Conference | 34th Euro-Asia Management Studies Association’s (EAMSA) Annual Conference |
|---|---|
| Number | 34 |
| Location | Copenhagen Business School |
| Country | Denmark |
| City | Frederiksberg |
| Period | 15/11/2017 → 18/11/2017 |
| Internet address |
Bibliographical note
CBS Library does not have access to the materialKeywords
- Multilevel analysis
- Strategic management
- Nuclear industry
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