Percorrer por autor "Li, Sali"
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- Cross-border acquisitions of foreign firms in Portugal and of portuguese firms abroad: exploration and exploitation through acquisitionsPublication . Ferreira, Manuel Portugal; Li, Sali; Lopes, Márcio Continentino; Serra, Fernando RibeiroIn this paper we examine the cross-border acquisitions in Portugal in the period from 1990 to 2002. We characterize the foreign acquisitions in Portugal and the portuguese firms' acquisitions abroad focusing on the countries of origin and target industries. We discuss the observed patterns of acquisition activity in the context of firms' knowledge and internationalization strategies. In particular, we focus on the potential for knowledge access and organizational learning emerging from cross-border acquisitions, and the extent to which the potential knowledge strategy is adjusted with the structural form of the acquisitions.We conclude that most cross-border acquisitions involving portuguese firms, as targets or acquirers, are driven by a market seeking strategy and the exploitation of resources and capabilities held, rather than by a strategic asset-seeking strategy and the exploration of new sources of knowledge.
- Developing the ecletic paradigm as a model of global strategy: an application to the impact of the Sep. 11 terrorist attacks on MNE performance levelsPublication . Li, Sali; Tallman, Stephen B.; Ferreira, Manuel PortugalWe expand the eclectic paradigm into a model of global strategic management and apply the latter to the analysis of the impact of the Sep. 11th terrorist attacks on the MNEs’ performance to investigate the effect of exogenous shocks on the global strategies of firms. First, we integrate MNE resources and capabilities, strategy, and structure with the eclectic paradigm. Then we focus specifically on location attractiveness to examine how MNEs adjust internal factors with the exogenous distortions caused by an extreme environmental shock. We suggest that this adjustment is carried out at four levels: resources and capabilities, strategy, structure, and choice of location which jointly determine MNEs’ performance. Although we restrict the application of this model of global strategic management to the post-Sep. 11th, our model may be applied to other extreme events that change, at least partly, the worldwide, or regional, economic order.