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1 – 4 of 4Ihor Rudko, Aysan Bashirpour Bonab, Maria Fedele and Anna Vittoria Formisano
This study, a theoretical article, aims to introduce new institutionalism as a framework through which business and management researchers can explore the significance of…
Abstract
Purpose
This study, a theoretical article, aims to introduce new institutionalism as a framework through which business and management researchers can explore the significance of artificial intelligence (AI) in organizations. Although the new institutional theory is a fully established research program, the neo-institutional literature on AI is almost non-existent. There is, therefore, a need to develop a deeper understanding of AI as both the product of institutional forces and as an institutional force in its own right.
Design/methodology/approach
The authors follow the top-down approach. Accordingly, the authors first briefly describe the new institutionalism, trace its historical development and introduce its fundamental concepts: institutional legitimacy, environment and isomorphism. Then, the authors use those as the basis for the queries to perform a scoping review on the institutional role of AI in organizations.
Findings
The findings reveal that a comprehensive theory on AI is largely absent from business and management literature. The new institutionalism is only one of many possible theoretical perspectives (both contextually novel and insightful) from which researchers can study AI in organizational settings.
Originality/value
The authors use the insights from new institutionalism to illustrate how a particular social theory can fit into the larger theoretical framework for AI in organizations. The authors also formulate four broad research questions to guide researchers interested in studying the institutional significance of AI. Finally, the authors include a section providing concrete examples of how to study AI-related institutional dynamics in business and management.
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Keywords
This study aims to examine the relative effects of three organizational brand types (product, employment and corporate social responsibility brands) on organizational…
Abstract
Purpose
This study aims to examine the relative effects of three organizational brand types (product, employment and corporate social responsibility brands) on organizational attractiveness. The potential differences in the impacts exerted by each brand on organizational attractiveness between the US and Chinese job seekers are also examined.
Design/methodology/approach
A policy-capturing design was used among both US and Chinese participants to test the hypothesized relationships using multilevel modeling.
Findings
Results suggest that each brand type independently contributes to the prediction of attractiveness, with the employment brand a significantly stronger predictor than the other two. Besides, the strength of relationships between brands and organizational attractiveness varies among job seekers from different national contexts.
Originality/value
The findings contribute to the limited understanding of how different types of brands together influence organizational attractiveness among job seekers, and the role national context plays in it.
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Shifang Zhao and Shu Yu
In recent decades, emerging market multinational enterprises (EMNEs) have predominantly adopted a big step internationalization strategy to expand their business overseas. This…
Abstract
Purpose
In recent decades, emerging market multinational enterprises (EMNEs) have predominantly adopted a big step internationalization strategy to expand their business overseas. This study aims to examine the effect of big step internationalization on the speed of subsequent foreign direct investment (FDI) expansion for EMNEs. The authors also investigate the potential boundary conditions.
Design/methodology/approach
The authors use the random effects generalized least squares (GLS) regression following a hierarchical approach to analyze the panel data set conducted by a sample of publicly listed Chinese firms from 2001 to 2012.
Findings
The findings indicate that implementing big step internationalization in the initial stages accelerates the speed of subsequent FDI expansion. Notably, the authors find that this effect is more pronounced for firms that opt for acquisitions as the entry mode in their first big step internationalization and possess a board of directors with strong political connections to their home country’s government. In contrast, the board of director’s international experience negatively moderates this effect.
Practical implications
This study provides insights into our scholarly and practical understanding of EMNEs’ big step internationalization and subsequent FDI expansion speed, which offers important implications for firms’ decision-makers and policymakers.
Originality/value
This study extends the internationalization theory, broadens the international business literature on the consequences of big step internationalization and deepens the theoretical and practical understanding of foreign expansion strategies in EMNEs.
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