Search results

The purpose of this paper is to integrate the resource-based view (RBV) with organisational learning theory by investigating the role of the RBV mechanism in the preceding performance-current performance linkage. The authors further examine the role of the decision-making approach on the RBV-prior-current performance paradigm. Using China as the research setting, they empirically test the theoretical model based on 229 firms selected from a nation-wide survey.

This study has used China as the research setting. The authors empirically test the theoretical model based on 229 firms selected from a nation-wide survey.

This study reveals that prior export performance is a key determinant of current export performance, and this effect is enhanced by product certification (an internal RBV mechanism) and the intention to make an initial public offering (and external RBV mechanism). Moreover, the internal RBV-prior-current performance paradigm is positively moderated by the delegated decision-making approach, while the external RBV-prior-current performance paradigm is negatively moderated by this decision-making approach.

The results related to RBV and prior organisational learning also extends the extant literature and offer implications in two important ways. One, this research advances existing research that has only considered the direct effect of organisational learning on current performance (Lages et al., 2008). In addition to its direct effect, this study suggests that the interplay of organisational learning and resource commitment also provides important determinants of export performance. These new results imply that future research should not only explore the effect of organisational learning theory but also that of firm resource in the research on the prior-current performance dyad (Lages et al., 2008). Two, this study also advances the theoretical development of the export venture resource and management commitment research by revealing two new factors (Cavusgil and Zou, 1994). As a result, when conducting exporting activity from an emerging economy, exporting firms should consider committing their resources on acquiring international certification and seeking external funding. These new findings provide new guidance on the choice of the type of resource commitments and their roles in the prior-current performance conceptualisation when operating in the emerging markets.

The results also contribute to the conceptualisation of the decision-making literature in the context of emerging economies (Garnier, 1982; Kao, 1993; Redding, 1993; Solberg, 2000), where an owner decision-making approach is associated with a number of negative effects (Kao, 1993; Redding, 1993). This study suggests that an owner decision-making approach can actually help firms to implement the effect of external RBV’s influence in the prior-current performance framework. As a result, the findings imply that researchers and managers of EMEFs should now consider including the effect of decision-making governance when exploring the interactive effect of RBV and organisational learning in export performance research (Lages et al., 2008).

This three-way interaction results have implications for the development of organisational learning theory, the RBV, decision-making, export performance and emerging market literature.

Stage models have benefited global managers by seeing internationalization as an evolutionary and learning process that involved making careful and incremental changes. What the stage models lack, however, are specification of internal problems and hurdles that managers will face during this organizational change process. We attempted to fill this knowledge gap by exploring types of managerial dilemmas that organizations will confront as they internationalize. This adaptive choice process of internationalization was discussed in this paper through the case of a domestic company during its overseas expansion. Our research shows that the internationalization process often creates managerial dilemmas for organizations in terms of strategic, structural, and human resource changes. There are also strong interactions among these dilemmas such that the decision regarding one dilemma may often impact how other dilemmas can be resolved Firms that are able to resolve these dilemmas, while considering their interactions, can become more successful in their internationalization process. These findings were developed into propositions regarding how companies can manage the process of internationalization more successfully. We also addressed specifically how the adaptive choice model would complement the stage models and enrich our understanding of the corporate internationalization process.

This paper aims to elucidate the relationship between entrepreneurial orientation, reverse innovation and international performance of emerging economy multinational enterprises (EMNEs).

The authors analyze archival data of Chinese limited companies between 2010 and 2016, including 11,230 firm-year observations about 1708 firms. In order to test the study’s mediation hypotheses, the authors apply an ordinary least square (OLS) regression.

The authors find evidence that the entrepreneurial orientation of EMNEs has a positive effect on reverse innovations. Furthermore, the authors find positive effects of reverse innovation on the international performance of EMNEs. This pattern of results suggests that the relationship between entrepreneurial orientation and international performance is partially mediated by reverse innovation.

The study’s findings help managers in EMNEs to promote reverse innovation by building and using their entrepreneurial orientation. It also helps them to set out and gauge the chances of success of their internationalization strategies. The findings also hold relevance for firms in developed economies as well, as they may understand which emerging economy competitors stand to threaten their positions.

The strategic role of reverse innovations – i.e. clean slate, super value and technologically advanced products originating from emerging markets – has generated considerable research attention. It is clear that reverse innovations impact the international performance of EMNEs. Yet how entrepreneurial orientation influences international performance is still underexplored. Thus, the current study clarifies the mechanism by examining and testing the mediating role of reverse innovation among the entrepreneurial orientation–international performance link.

The purpose of this paper is to investigate the influence of liberalization forces, political constraints (on labor decisions) and formal control mechanisms (i.e. delegation of decision authority, objective performance measurement and merit‐based rewards) on the performance of Chinese State‐owned enterprises (SOEs).

A survey instrument was used to collect data from functional managers representing over 500 SOEs. Structural equation modeling was used to analyze the data.

The findings revealed significant and positive path relationships between liberalization forces and each of the formal control mechanisms, leading to firm performance. The findings also reveal that political constraints have a significant and negative path relationship with objective performance measures and firm performance.

The evidence provided in this study adds to our understanding of the role the institutional environment plays in the structuring and management of the firm in transitional economies. The topic is of interest, given the pace of modernization of firms in emerging economies, and the differences in the institutional “rules of the game” that exist compared with developed economies. Both of these forces have the potential to affect not only the management control practices in emerging economy firms, but also other firms that do business with them.

It is widely accepted that global competitive advantage frequently requires managing such complex situations where traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development.

The purpose of this paper is to explore the interface between buyers and suppliers in the context of product innovation in an emerging economy. Specifically, it examines the strategic and tactical initiatives necessary to drive inter-organizational alignment and thus positive innovation outcomes. It also examines the impact of organizational characteristics on product innovation.

Using survey data from 191 organizations in Pakistan, a structural equation model of the relationships between buyers’ and suppliers’ strategic focus on innovation, supplier innovation focus, collaborative innovation, and measures of product innovation and market performance is tested. In addition, hierarchical regression analysis is used to identify the impact of various organizational characteristics on product innovation performance.

The results suggest that a firm's product innovation performance is positively influenced by strategic buyer-supplier alignment with regard to product innovation, and the existence of mechanisms that foster inter-organizational collaboration. This in turn has a positive impact on market performance. Product innovation performance is also influenced by a firm's age, the nature of its ownership, and the extent to which it exports its products.

The study offers new insight into the role of inter-organizational collaboration as a driver of product innovation. Moreover, it adds to a limited literature on supply chain management in emerging economies generally, and on product innovation in the Indian sub-continent specifically.

The purpose of this study is to unfold the role of managerial characteristics in developing the dynamic capabilities necessary to serve foreign customers and compete in export market ventures.

The authors test their proposed model using path analysis with data collected from export managers working in 204 small- and medium-sized Turkish exporters operating in various sectors.

The findings suggest that the positive effect of export managers’ process thinking skills on dynamic capabilities increases when the export managers’ learning and avoid orientations are low and prove orientation is high and export venture experience (duration and scope) increases. In addition, it has been found that export managers’ process thinking skills have an indirect effect on export performance through export venture dynamic capabilities.

This study makes three contributions. First, the authors conceptualize and operationalize dynamic capabilities in the context of exporting. The authors empirically validate export venture dynamic capabilities as a higher-level construct composed of sensing, seizing and reconfiguring elements pertinent to the firm’s export market operations. Second, based on the micro-foundations approach of competitive advantage, the authors study managers’ process thinking skills in exporting firms and how these abilities support dynamic capability development in export ventures. Finally, the authors investigate how the impact of export managers’ process thinking skills on export venture dynamic capabilities is influenced by their goal orientations and certain objective exporter characteristics pertaining to different aspects of export venture experience.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this study is to investigate the relationships among organizational factors (export market experience, international commitment), external environment (competitive intensity), export marketing strategy and export success. The findings yielded by the analyses confirm that export market-specific experience and international commitment are significant drivers of export success. In addition, the results indicate that the degree of product adaptation is positively related to profitability and overall success, while price and distribution adaptation to local conditions have a direct impact on sales growth. Finally, the authors found evidence that international commitment exerts a positive effect on the adaptation of marketing strategies to country-specific requirements. Thus, the study findings can be used to formulate business and marketing strategies to improve firm’s success in overseas markets.

This study used PLS for dealing with formative and reflective measures and used a sample of 200 export ventures that exported on the average in more than 15 countries.

This study clearly shows that export venture success is linked to managerial commitment and experiential knowledge and that firms contribute to export venture success by adapting product to foreign markets. It is also shown that firms in more competitive environments increase their effort to adapt, leading to better export venture performance.

Although Austrian companies are typically characterized as small- and medium-sized enterprises (SMEs), the study is limited to this sample.

Managers in SME should concentrate their effort on a small set of export venture countries of concentrate their capabilities and effort (commitment and personal) to increase adaptation in those selected market, which will lead to increasing export venture performance.

The study differentiates between formative and reflective measures which most studies in this genre do not, which is a fundamental conceptual shortcoming. This study shows with robust result the interrelation between commitment and managerial experience (intra-firm factors) and the degree of competition in foreign markets and how marketing mix adaptation affects export venture performance measured over a period of five years.

Previous studies primarily focus on how to achieve better performance in the international markets, but few centers on whether internationalization is a promising strategy for new ventures’ growth and development. Based on two pioneering frameworks Conservative, Predictable, and Pacemaker (CPP) model and the 7-P model, this paper fills this gap by analyzing how exporting exert heterogeneous effects on two types of growth, sales growth and employment growth. Accordingly, this paper aims to favor market-oriented new ventures to make a strategy on expanding international markets.

This study is based on firm-level data from the Chinese Industrial Enterprises Database. The year 2005 was used as the shock year. By conducting the propensity score matching method, 793 couples of matched new ventures were collected with sales growth and 686 couples with employment growth. The difference-in-differences method was applied to analyze the various influences that exporting has on new ventures’ sales growth and employment growth.

The main finding of this paper is that new ventures that exported can achieve better sales growth than their counterparts that only operated domestically, whereas new ventures that remain in the domestic market have no difference in employment growth from those that exported.

This study shows that exporting is especially beneficial for market-seeking new ventures. Because the study is based on Chinese data, scholars of international business can conduct further research on other countries with different economic structures.

Theoretically, this paper contributes to both international business theory and entrepreneurship theory by combining the CPP model and the 7-P model. Practically, this paper shows that exports mainly benefit the sales growth of new ventures. This suggests that business practitioners should consider their growth goals before they choose to enter the global market.