The concept of learning in the Uppsala internationalization process model: A critical review

International Business Review

Volumn 11, Issue 3, 2002, Pages 257-277

  Forsgren, M ^a  

^a UPPSALA UNIVERSITY   (Sweden)

Author keywords

Internationalization; Knowledge; Learning; Loose coupling

Indexed keywords

EID: 0036204170     PISSN: 09695931     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0969-5931(01)00060-9     Document Type: Article

References (58)

1. Knowledge sourcing by foreign multinationals: Patent citation analysis in the US Semiconductor Industry
2. On the internationalization process of firms: A critical analysis
3. Subsidiary performance in multinational corporations: The importance of technology embeddedness
4. Organizational learning: Creating, retaining and transferring knowledge
5. Organizational learning
6. Foreign entry, cultural barriers and learning
7. International expansion through start-up or acquisition: A Learning perspective
8. Beyond the M-form: Toward a managerial theory of the firm
9. Foreign direct investment: An organizational learning perspective
10. Market entry and development in China
11. Nordic contribution to international business research
12. A survey of theories of international production
13. International business research
14. Internationalization as a Learning process: A model of corporate growth and geographical diversification
15. A behavioral theory of the firm
16. The myths of management: Organizational learning and the illusion of validity
17. The iron cage revisited: Institutional isomorphism and collective rationality in organization fields
18. A model of learning in international business networks
19. Experiential knowledge and cost in the internationalization process
20. Time and experience in the internationalization process. Experiential knowledge in the internationalization process of service firms
21. Organizational learning
22. The spread of the multinational form among large firms 1919-1979
23. Divisional headquarters go abroad - A step in the Internationalization of the Multinational Corporation
24. Effects of decision motive and organizational performance level on strategy decision processes
25. The multinational corporation as an interorganizational network
26. Internal differentiation within multinational corporations
27. A note on the criticisms against the internationalization process model
28. The search-transfer problem: The role of weak ties in sharing knowledge across organizational subunits
29. Organization theory
30. Modes of interorganisational imitation: The effects of outcome salience and uncertainty
31. Follow the leader: Mimetic isomorphism and entry into new markets
32. How organizations learn and unlearn
33. Organizational learning. The contributing processes and the literatures
34. The internationalization of the firm-four cases
35. The internationalization process of the firm - A model of knowledge development and increasing foreign market commitments
36. The mechanisms of internationalization
37. Rethinking incrementalism
38. Learning by association? Interorganisational networks and adaptation to environmental change
39. Differential learning and interaction in alliance dynamics: A process and outcome discrepancy model
40. Relative absorptive capacity and interorganizational learning
41. Organizational adaptation and environmental selection, Interrelated Processes of Change
42. Organizational learning
43. The science of muddling through
44. Exploration and exploitation in organizational learning
45. Rediscovering institutions. The organizational basis of politics
46. Explaining gradually increasing resource commitment to a foreign market
47. Twenty years after-support and critique of the Uppsala internationalization model
48. Internationalization revisited: The 'Big Step' hypothesis
49. The theory of the growth of the firm
50. Strategies for change
51. Corporate attributions as strategic illusions of management control
52. International operations of professional firms
53. The internationalization of Bokus, Boxman, Buyonet, CDOn and Dressmart
54. International market entry and development: Strategies and management
55. The sources and consequences of embeddedness for the economic performance of organizations
56. Suggestions for studying strategy process: A research note
57. Explaining development and change in organizations
58. International investment and international trade in the product cycle