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International management researchers have examined the relationships between many components of strategy including mode of entry (e.g., Anderson and Gatignon, 1986; Hill, Huang and Kim, 1990; Kim and Huang, 1992; Kogut and Singh, 1988), international collaboration (e.g., Bresser and Harl, 1986; Buckley and Casson, 1988; Contractor and Kundu, 1988; Osborn and Baughn, 1990; Parkhe, 1993), and global integration vs. local responsiveness (e.g., Athanassiou and Nigh, 1999; Prahalad and Doz, 1987; Roth and Morrison, 1990; Taggart, 1998), among other things. Other management scholars have written about decision‐making from multiple perspectives including bounded rationality (Simon, 1955) and speed (Eisenhardt, 1989; Nordtvedt, 2000). Another subject of interest to management scientists has been that of leadership and its influence on organizational performance (e.g., Petrullo & Bass, 1961; Stodgill, 1974; Burns, 1978; and Bass, 1985). Although these three dimensions of the management discipline (i.e., international strategies, decision‐making, and strategic leadership) are individually important to organizational success, they have not yet been collectively researched or conceptually reviewed to understand how the nature of their interaction affects the internationalization of the multinational corporation.

The focus on new technologies in service situations is growing and is of particular importance in financial‐services contexts. It is argued that there is mutuality of benefit for both bank and customer through the adoption of self‐service technologies (SSTs), of which e‐banking is but one example. Having established problems in the use of conventional segmentation methods, this paper reports on a study into Internet banking that focuses on the extent to which 480 retail‐bank customers can be clustered according to an adapted decision‐making framework. How such clusters can help influence the adoption of the Internet‐banking interface is explored. Findings show an encouraging match between the four sample clusters identified from the case bank and the a priori classification of decision styles. This raises opportunities for the case bank's marketing strategy in terms of offering greater insight into the motivations for the adoption of e‐banking solutions within the customer base. High levels of Internet use at work are seen to positively influence e‐banking registration.

Research on market information use in product innovation suggests that firms utilize two key strategic decision-making processes: incremental and comprehensive. Drawing from organizational information processing theory, literature implies that these processes operate differently. However, this assumption remains untested. Moreover, the degree to which a comprehensive process affects the innovation strategy outcomes depends on market information time sensitivity (MITS) and analyzability. To-date, no study has tested these assertions, either. Finally, it is suggested that meaningful market strategy is a key driver of new product success and it is important to understand how decision-making processes influence it under differing time sensitivity and analyzability.

Based on survey data from 250 Chinese firms, authors use structural equation modeling to test the hypotheses.

The results generally support authors’ contentions. More specifically, marketing strategy outcomes are influenced by marketing strategy incrementality (MSI) and marketing strategy comprehensiveness (MSC) differently. Further, time sensitivity moderates the effect of both MSI and MSC on outcomes, except for the effect of MSI on decision quality. Finally, analyzability moderates the relationships between decision making processes and certain strategy outcomes such as between MSI and meaningfulness.

Drawing from information processing theory, authors argue that incremental and comprehensive marketing strategy decision making for new product operate differentially under the same conditions. Further, the effects of these decision processes on outcomes depend on time sensitivity and analyzability of market information. Finally, auhtors argue that meaningful market strategy is a driver of success. The authors find support for most of our hypotheses and provide directions for future research.

This study aims to explain the internationalization speed of e‐commerce companies (ECCs).

Based on the archive data of the American ECCs, the study used multiple regression analysis to estimate the influences of a number of micro‐ and macro‐factors.

The results show that the speedy foreign market entry by ECCs was positively influenced by top management team's international experience, and innovative and marketing capabilities.

The study did not deal with the entry mode of ECCs inviting more future research efforts in this direction. Additionally, as established MNEs have integrated e‐commerce into existing business, future research can be devoted to examine the impact of this integration on the internationalization of firms.

Extant literature has addressed the internationalization of ECCs with a focus on the level of internationalization. This study contributes to the current literature by extending research on globalization of ECCs and incorporating both micro‐ and macro‐level factors affecting the speed of international expansion.

This study aims to contribute to the corporate political activities (CPAs) field by suggesting the effect of campaign contributions on the time that firms wait for regulators’ decisions.

This paper analyzes 358 mergers and acquisitions (M&A) from 2008 to 2017 in Brazil through ordinary least squares regression with robustness control and causal operationalization in a small vote margins treatment.

Campaign contributions speed up the M&A regulator’s decisions. Campaign contributions amounts proved to be effective in decreasing the waiting time for judgments of M&A deals. Besides, National Development Bank disbursements to companies in M&A deals, served as a moderator to help reduce the waiting time.

The main implication of this paper to the antecedents of CPA research is the estimation of time as an output of the political efforts of firms. Previous research focuses on what firms could get. Here, the authors focus on when. As a limitation, this study analyzes CPA through campaign contributions, as the only reliable source of CPA publicly available. Firms use multiple mechanisms of CPA. It would be expected for new papers to test different CPA mechanisms, such as political connections and lobbying.

This study provides evidence of the use of CPA as a relevant mechanism for firms to avoid institutional risks by getting regulators’ decisions faster. This evidence is useful for firms to grant their competitive advantage in a highly volatile environment, such as an emerging market.

What happens in the nonmarket environment interferes within markets. Businesses seek to finance political projects with which they are more aligned, and governments provide capital to businesses in exchange for political support. Whether to expand successfully may also depend on early entrants, who will have acquired enough leadership to dominate the market.

While most of the research on nonmarket strategy focuses on what firms can get as an output for CPA efforts, this study provides here evidence on when firms can get it. As one can cite, in business, time is money.

The purpose of this study is to develop a theoretical model for examining how innovation speed mediates the relationship between knowledge management (KM) and performance and empirically tests the proposed model using data collected in the USA and China over three years.

To avoid common method bias and increase ability to draw causal effects of KM on performance, data were collected over three years. KM data were collected by survey; innovation speed data were collected in the following year; and sales growth and gross margin data were collected over the next three years. After merging the three data sets, the final empirical data used for this study contained data from 354 USA and 647 Chinese firms. Multiple regression analyses were used to test the research hypotheses. Sobel mediation tests were performed to test the mediating effects of innovation speed on the relationship between KM and performance.

Innovation speed has a U-shaped relationship with performance in both US and Chinese firms. Knowledge generation has an inverted U-shaped relationship with innovation speed in both US and Chinese firms. Knowledge dissemination increases innovation speed in US firms but not in Chinese firms. While knowledge application increases innovation speed in the US firms, it decreases innovation speed in Chinese firms.

This study is among the first to propose and empirically test the KM-innovation speed-performance relationship. This paper advances the KM literature by demonstrating that there is an inverted U-shaped relationship between knowledge generation and innovation speed and that there is a U-shaped relationship between innovation speed and performance. In addition, this study contributed to the cross-national study of KM.

The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance.

This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method.

Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance.

The focus on top Italian firms limits the generalizability of results.

This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance.

The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

Decision-makers must be well-informed to successfully impact the future of the business. The purpose of this study was to explore experiences of US fashion retail executives when making business decisions to understand what resources and strategies are utilized within the decision-making process. Additionally, the role of academic research within executive decision-making process was explored.

This study utilized a phenomenological approach to understand the experiences of fashion retail executives when engaging in business decision-making. Fifteen US fashion retail executives participated in the study. Data were collected through in-depth individual interviews and thematically coded to gain a holistic perspective of the decision-making process within the fashion retail industry.

As the result of the data analysis and interpretation, three topical areas emerged:: “Incredible Amounts of Information,” “Industry Specific Academic Research” and “Have a Clear Road Map.” The findings suggested that while the facts gleaned from internal and external data are of great importance to fashion professionals, insights gathered from social media are equally influential within the decision-making process. The authors identified five major strategies utilized consistently by fashion retail executives regardless of the type of business they represented: collaboration, adaptability, speed, gut instinct and creativity.

The results are important to fashion retail companies for improving internal decision-making processes. The identified resources and strategies of the decision-making process can be incorporated into fashion program curricula and considered as learning outcomes when preparing future industry professionals.

Limited studies have explored the decision-making process specific to the fashion retail environment, an uncertain and ever-changing industry. Further, the study shed light on the opportunity for academic research use in fashion retail decision-making and contributes to the literature by developing a fashion retail decision-making model.

The purpose of the research is to study the successful global experience of managerial decisions in modern business systems.

The authors use the method of systematization, logical analysis (analysis of causal connections), and formalization. The information and empirical basis of the chapter includes the materials of research of an international consulting company Hay Group, devoted to evaluation of effectiveness of decision-making in companies of Europe, Russia, and other markets and compilation of the global ranking of the best companies for leaders in 2018, as well as statistical data of Samuel Centre for Social Connectedness and World Economic Forum for 2018.

The studied and analyzed successful global experience of decision-making in modern business systems showed that the key factors of successful managerial decisions are complexity of organizational structure, characteristics of organizational culture, level of marketing activity, and personal qualities of leaders (business managers). However, the influence of these factors is contradictory – they stimulate observation of certain criteria of optimality and hinder observation of other criteria.

It is determined that observation of all criteria of optimality of managerial decisions is not guaranteed by any regional model of business systems. Emphasis on certain criteria (e.g., speed of decision-making in countries of Asia) leads to decrease of general results (global competitiveness and ecological effectiveness of business systems).