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Examines the determinants of International Joint Venture marketing performance in Thailand. Uses the results from a survey of 1047 Thai‐foreign IJVs in Thailand from firms that were mainly engaged in agriculture, metal working, electrical and chemical industries. Applies exploratory factor analysis and discriminant analysis to identify these critical determinants as market characteristics, conflict, commitment, marketing orientation and organisational control.

This paper proposes a hegemonic power hypothesis to examine the determinants of CEO compensation by drawing on insights from the field of international relations. It then reports results of an empirical test of this hypothesis. The results indicate a limited support for the hegemonic power hypothesis, indicating the importance of a cross‐disciplinary perspective in studying the determinants of CEO compensation.

This paper proposes a framework for understanding the concept of a learning organization from a normative perspective. A questionnaire was developed to operationally measure the described management practice attributes of a learning organization. Using a sample of four organizations and 612 subjects, support was found for three a priori predictive hypotheses derived from a conceptual framework. Implications of the results and further empirical research are discussed, especially for linking learning organization attributes to performance using larger samples and multiple measures.

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 paper is to explore the nature of organisational ambidexterity, and identify drivers of and barriers to ambidexterity in the high-tech small- and medium-sized enterprises (SMEs) in the UK, using fine-grained qualitative evidence. This is much needed to generate insights on how organisational ambidexterity actually takes place in SMEs.

This study is exploratory in nature, based on qualitative in-depth interview data collected from 20 UK high-tech SMEs in five industries.

The results reveal that SMEs leverage resources through intra-firm and inter-firm collaborations to pursue ambidexterity sequentially or simultaneously, using a range of drivers and overcoming a range of barriers.

The data were gathered from a single informant from each firm. Therefore, more in-depth, longitudinal, qualitative research using multiple sources of data may be required to develop deeper insights into ambidexterity.

Managers of high-tech SMEs need to focus on specific barriers to ambidexterity and devise effective mechanisms to promote the drivers of ambidexterity. The mechanisms to achieve ambidexterity as identified in this study will benefit high-tech SMEs in particular, and firms in general.

The study contributes to the understanding of organisational ambidexterity in high-tech SMEs by exploring the mechanisms through which SMEs implement organisational ambidexterity despite their resource constraints. This counteracts the conventional view that it is difficult for SMEs to pursue ambidexterity.

Mergers and acquisitions being done by emerging market multinational corporations (EMNCs) increasingly attract scholarly attention. However, conclusions concerning the nature and the theoretical underpinnings of EMNCs’ post-acquisition integration vary significantly, calling for an assessment of the state of affairs in this field. This paper aims to critically review the extant studies on EMNCs’ post-acquisition integration and to make a comparison with advanced economy multinational corporations’ (AMNCs’) post-acquisition integration, in order to formulate an agenda for future research.

A sample of papers from 21 leading journals in the fields of international business, management, human resource management and strategy published between 1991 and March 2018 are included in the literature review. Qualitative content analysis was conducted.

The topics are clustered into the four themes of strategies and processes, influencing factors, acquisition performance and antecedents of post-acquisition integration of EMNCs. The literature on EMNCs and AMNCs converges with regard to the broad methodological and theoretical approaches that have been adopted. Yet, EMNCs and AMNCs diverge on the detailed strategies and behavioral patterns of post-acquisition integration, mostly as a consequence of country of origin factors.

The paper identifies a number of deficiencies within existing research and suggests how they can be addressed in future research. By doing so, the paper deepens the argumentation of the third camp in the “Goldilocks debate” (Cuervo-Cazurra, 2012) arguing that the phenomenon of post-acquisition of EMNCs is “just right” for theory extension and development.

The purpose of this paper is to combine notions from the POST Model of Economic Geography and Learning Theory from International Business to study how firms may enhance their responsiveness to institutional processes and changes through different forms of international learning. Focussing on one form of institutional changes, namely pro-market reforms, the paper analyzes how firms may boost the potential benefits from such changes through international strategies that increase their access to knowledge spillovers and absorptive capacity. These strategies include international product diversification, enhancing innovation capabilities, informal institutional exposure, accumulated internationalization knowledge, and overall experiential knowledge.

The hypotheses are tested using generalized least squares models with AR(1) panel-specific autocorrelation and heteroskedasticity correction. Based on the preliminary analyses performed in these studies, the author also executes a Hausman test, Bartlett’s test, and James/Alexander’s test. The results of these analyses indicate that the use of random effects is appropriate; that moderating effects are present; and that multivariate analyses using these moderators are suitable, respectively.

The results indicate that pro-market reforms have a positive and significant effect on the profitability of firms from developing countries. Furthermore, they provide support for the positive moderating effects of international product diversification, innovation capabilities, informal institutional exposure, accumulated internationalization knowledge, and overall experiential knowledge. Together, these findings suggest that through their international strategic decisions, MNEs can enhance their access to knowledge and become more responsive to institutional changes in their home market.

This paper contributes to the economic geography literature by linking the POST Model with the classification of types of knowledge from Learning Theory. The paper analyzes how characteristics of place, organization, space, and time play a different role for each of the three basic types of knowledge that is relevant for international firms: institutional, business, and internationalization. Furthermore, the paper contributes to the literature on reforms and firm profitability by delving deeper into the moderating effect of strategic decisions on the relationship between reforms and firm performance. This allows us to have a deeper comprehension of how various sources of international learning may enhance the responsiveness of firms to institutional changes.

The paper provides several important contributions to the international strategy literature. First, it contributes to Learning Theory by combining it with the POST Model of Economic Geography to study how each of the three sources of knowledge (and their subcomponents) can be further broken down into factors of place, organization, space, and time. Second, it contributes to the literature of institutional change by studying how knowledge acquired through vastly different means can provide firms with sources of competitive advantage over other local competitors when responding to institutional changes in their home market. Third, it contributes to the literature on reforms and profitability by studying five novel moderators of this relationship.

This paper analyzes five characteristics associated with the overall decision‐making process that are necessary to achieve a high degree of perceived procedural justice within four strategic contexts of focal subsidiaries. Strategic contexts are based on the role of subsidiaries as defined by the flow of knowledge between these subsidiaries and the global network of MNCs. Propositions are developed that relate the five characteristics, the four strategic contexts, and high perceived procedural justice. The propositions represent a template for managers and researchers interested in the successful implementation of global strategic decisions and the improvement of the performance of individual subsidiaries as well as the global competitiveness of multinational corporations.

The article's purpose is to address complementary perspectives for managing uncertainty by looking at a historical example.

This is done using a case study of the experience of ancient Greek mercenaries that fought in and out of Persia over two years and approximately 2,000 miles.

An unexpected finding is that the size of an organization can be instrumental to its environment fit.

An implication is that the application of existing models to the historical example suggests existing perspectives of change do not appear adequate individually in explaining or preparing organizations for change.

A wider implication of the study involves confirming the need for research and society to better understand the role of organization politics in outcomes.

The study uses a unique historical example to examine organizational responses to uncertainty that range between rational and haphazard explanations and it offers insights for management thought and practice today.

The paper aims at providing a contemporary analysis of Russia's developing retail sector. Of special interest is the internationalization of this market through cross‐border mergers and acquisitions (M&A). This is done by identifying major trends in this sector and providing projections concerning forthcoming acquisition activity.

The paper builds primarily on second‐hand data. In addition to the analysis of macro‐economic indicators, the paper also provides three case‐based analyses of leading firms in the Russian market.

Previous research has shown that the retail industry is gradually saturating and further growth is sought through acquisitions and expanding into emerging markets. As the findings shows, Russia's two largest cities represent basically the driver of the economy, and constitute the platform for the growth of modern retail concepts. The Russian retail sector is currently experiencing gradual internal restructuring, and leading retailers have started to carry out domestic acquisitions and become listed in the stock exchanges. Furthermore, cross‐border M&A statistics show that Central and Eastern European (CEE) countries have been attractive targets for cross‐border M&A, while Russia is still following behind.

The paper presents recent data and related insights for global retailers planning expansion to the Russian market. Findings suggest that it will take approximately 3‐5 years until the market is developed enough for the global retail business.

The paper is a seminal study of Russia's retail sector and related M&A prospects, and can be considered a valuable platform for further empirical research in this field.