Multinational Business Review: Volume 29 Issue 3

Defining and deterring corporate social irresponsibility: embracing the institutional complexity of international business

Stephen Brammer, Giulio Nardella, Irina Surdu

This paper aims to put forward a definition of corporate social irresponsibility (CSI) which is relevant to the study of complex organizations and in particular, the multinational…

Global shift towards stakeholder-oriented corporate governance? Evidence from the scholarly literature and future research opportunities

Toru Yoshikawa, Michael Nippa, Gavin Chua

By reviewing prior scholarly corporate governance (CG) literature and a review of more recent stakeholder studies, this paper aims to examine the extent to which stakeholders and…

Revisiting the “matching managers to strategy” argument in the context of a firm’s internationalisation strategy

Szymon Kaczmarek, Richard B. Nyuur

This paper aims to revisit the long-standing in the management literature argument of “matching managers to strategy” in the new empirical context of the top management team (TMT…

Ways to win: strategic choices, institutions and performance in sub-Saharan Africa

Young Hoon An, Soonkyoo Choe, Jihoon Kang

The purpose of this study is to analyse the effects of market-based and nonmarket-based strategies on firm performance in African countries. This study also investigates host…

Firm performance in the financial industry: the role of foreign entrants and their origin

Dao Thi Hong Nguyen

This study aims to provide firm-level evidence on the relationship between the presence of financial services multinationals and indigenous counterparts’ performance, using a…

Human capital, cultural distance and staffing localization

Naoki Ando

This study aims to explore how a change in the staffing configuration of foreign subsidiaries affects subsidiary performance by focusing on staffing localization.