Photo of Roger StrangeRoger Strange
Professor of International Business (Strategy and Marketing)

Research

My research focuses on four main areas of International Business: the effects of corporate governance factors on foreign direct investment (FDI) decisions and upon firm performance; the determinants of MNE subsidiary location; the reasons for, and the implications of, the growing trend towards the outsourcing of primary activities and the externalization of value-creating activities in global value chains (GVCs); and the impact of new digital technologies on international business theory and practice. My current projects include:

  • Theorizing about the process of externalization and control in GVCs
  • The internationalization of sovereign wealth funds
  • Emerging economies in the global factory
  • Knowledge transfer, reverse knowledge transfer, and lateral knowledge transfer within MNEs
  • New digital technologies and GVCs

Selected Recent Publications

Shirodkar, V., McGuire, S. & Strange, R. (eds) (2020). Non-market strategies in international business: how MNEs create value through political, social and environmental strategies. Basingstoke: Palgrave.

Magnani, G., Zucchella, A. & Strange, R. (2019). ‘The dynamics of outsourcing relationships in international value chains: perspectives from MNCs and their suppliers.’ Journal of Business Research, 103: 581-595.

Strange, R. & Humphrey, J. (2019). ‘What lies between market and hierarchy? Insights from internalization theory and global value chain theory.’ Journal of International Business Studies, 50(8): 1401-1413.

Zucchella, A., Strange, R. & Mascherpa, S. (2019). ‘Which organizational capabilities matter for international performance? An analysis of entrepreneurial firms.’ European Journal of International Management, 13(4): 454-478.

Gu, J., Yang, Y. & Strange, R. (2019). ‘Acquirer’s country of origin and target firm’s performance.’ In A. Chidlow, P.N. Ghauri, T. Buckley, E.C. Gardner, A. Qamar & E. Pickering (eds), The changing strategies of international business: how MNEs manage in a changing commercial and political landscape, pp.135-155. Basingstoke: Palgrave.

Strange, R. (2018). ‘Corporate ownership and the theory of the multinational enterprise.’ International Business Review, 27(6): 1229-1237.

Strange, R. & Magnani, G. (2018). ‘Outsourcing, offshoring and the global factory.’ In G. Cook & F. McDonald (eds), The Routledge companion to the geography of international business, pp.60-77. Abingdon UK & New York: Routledge.

Gu, J., Strange, R. & Yang, Y. (2018a). ‘Firm diversification and financial performance: evidence from manufacturing firms worldwide.’ In D.Castellani, R. Narula, Q. Nguyen, I. Surdu & J. Walker (eds), Contemporary issues in international business: institutions, strategy and performance, pp.297-315. Basingstoke: Palgrave.

Gu, J., Yang, Y. & Strange, R. (2018b). ‘Location choice, ownership structure and multinational performance.’ Multinational Business Review, 26(3): 250-276.

Kawai, N., Strange, R. & Zucchella, A. (2018). ‘Stakeholder pressures, the adoption of environmental management systems, and green innovation in MNC overseas subsidiaries.’ International Business Review, 27(5): 933-946.

Krammer, S.M.S., Strange, R. & Lashitew, A. (2018). ‘The determinants of export performance in BRIC countries: the influence of firm resources and the institutional environment.’ International Business Review, 27(1): 218-230.

Strange, R. & Magnani, G. (2017). ‘The performance consequences of manufacturing outsourcing: review and recommendations for future research.’ In T. Pedersen, A. Camuffo, T. Devinney & L. Tihanyi (Eds.), Breaking up the global value chain: opportunities and challenges, pp.217-244. Advances in International Management, volume 30. London: Emerald.

Strange, R. & Zucchella, A. (2017). ‘Industry 4.0, global value chains and international business.’  Multinational Business Review, 25(3): 174-184.

Hearn, B., Strange, R. & Piesse, J. (2017). ‘Social elites on the board and executive pay in developing countries: evidence from Africa.’ Journal of World Business, 52(2): 230-243.

Li, J., Strange, R. Ning, L. & Sutherland, D. (2016). ‘Outward foreign direct investment and domestic innovation capabilities.’ International Business Review, 25(5): 1010-1019.

Buckley, P.J. & Strange, R. (2015). ‘The governance of the global factory: location and control of world economic activity.’  Academy of Management Perspectives, 29(2): 237-249.

Denicolai, S., Zucchella, A. & Strange, R. (2015) ‘The dynamics of the outsourcing relationship.’ In A. Verbeke, R. Van Tulder & R. Drogendijk (eds), The future of global organizing, pp.341-364. London: Emerald.

Van Tulder, R., Verbeke, A. & Strange, R. (2014). ‘Taking stock of complexity: in search of new pathways to sustainable development.’ In R. Van Tulder, A. Verbeke & R. Strange (eds), International business and sustainable development, pp.1-20. London: Emerald.

Blanc-Brude, F., Cookson, G., Piesse, J. & Strange, R. (2014). ‘The FDI location decision: distance and the effects of spatial dependence.’ International Business Review, 23(4): 797-810.

Ning, L., Kuo, J-M, Strange, R. & Wang, B. (2014). ‘International investors' reaction to cross-border acquisitions by emerging market multinationals.’ International Business Review, 23(4): 811-823.

Kawai, N. & Strange, R. (2014). ‘Perceived organizational support and expatriate job performance: understanding a mediated model.’ International Journal of Human Resource Management, 25(17): 2438-2462.

Kawai, N. & Strange, R. (2014). ‘Subsidiary autonomy and performance in Japanese multinationals in Europe.’  International Business Review, 23(3): 504-515.

Denicolai, S., Zucchella, A. & Strange, R. (2014). ‘Knowledge assets and firm international performance.’  International Business Review, 23(1): 55-62.

Van Tulder, R., Verbeke, A. & Strange, R. (eds) (2014). International business and sustainable development. London: Emerald.