This article examines the categorization of business strategy in global industries according to Porter’s (1986) configuration/coordination framework. In particular; the relationships between cost/differentiation-based competitive strategies and configuration/coordination-based international strategy types are evaluated. The article also examines the relationship between patterns of configuration/coordination and the structural mechanisms of centralization, formalization and specialization. By examining patterns across 77 businesses, the article raises important questions about the interpretation and application of the configuration/coordination framework in determining broad organizational responses to globalization. In particular, the relationship between competitive strategy and international strategy is re-examined and extensions to the framework are proposed.
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