Search results
1 – 10 of 142María Isabel Barba-Aragón, Raquel Sanz-Valle and María Eugenia Sanchez-Vidal
The objective of this study is to analyze the process of reverse knowledge transfer (RKT) occurring in multinational companies (MNCs), examining whether headquarters' absorptive…
Abstract
Purpose
The objective of this study is to analyze the process of reverse knowledge transfer (RKT) occurring in multinational companies (MNCs), examining whether headquarters' absorptive capacity and the human resource management (HRM) practices developed by the parent unit influence success.
Design/methodology/approach
The data were collected through a questionnaire completed by the human resource manager of multinational company (MNC) headquarters. The analysis has been carried out on a sample of 115 Spanish MNCs by using structural equation models (SEM).
Findings
The results indicate that a parent firm's absorptive capacity positively influences RKT and that, in turn, this absorptive capacity is greater if headquarters implement certain practices of employee staffing, training, participation and performance appraisal.
Originality/value
This study extends existing research on RKT by examining the absorptive capacity of headquarters. Its main contribution is to provide evidence that MNCs can improve their RKT through HRM practices developed by the parent unit. This is original because most studies on RKT focus on HRM practices used by subsidiaries.
Details
Keywords
Madalina Pana, Yang Cheng, Sami Farooq and Melanie E. Kreye
The purpose of the study is to determine the local antecedents of subsidiary participation in global services and, subsequently, the impact on local performance.
Abstract
Purpose
The purpose of the study is to determine the local antecedents of subsidiary participation in global services and, subsequently, the impact on local performance.
Design/methodology/approach
The study is based on a survey with the local subsidiaries of 14 manufacturers engaged in global services as part of their servitisation strategy.
Findings
Findings show support for considering the local ability for global services as an antecedent for local subsidiary participation in global services and the local service performance as an outcome. In addition, the results reject our hypotheses related to the specific roles of local opportunity and motivation for global services.
Originality/value
This study provides novel insights on the global service operations of manufacturers by highlighting the perspective of subsidiaries engaged in the local service delivery and development of global services. This perspective sets the conditions of the global-local collaboration in the context of global service strategy with local service delivery.
Details
Keywords
The news coincides with the implementation of the OECD’s global corporate tax reforms, which Dublin fears could undermine the attractiveness of Ireland for multinationals…
Details
DOI: 10.1108/OXAN-DB289484
ISSN: 2633-304X
Keywords
Geographic
Topical
Pooja Gupta and Mafruza Sultana
After completion of the case study, students will be able to understand key stakeholders’ current and future role in a family business using techniques like Gersick 3 Axes Model…
Abstract
Learning outcomes
After completion of the case study, students will be able to understand key stakeholders’ current and future role in a family business using techniques like Gersick 3 Axes Model, understand the power dynamics in a family business, understand the power struggles seen in the family business and understand the challenges in the implementation of a deed of family settlement (DFS) with multiple stakeholders.
Case overview/synopsis
Kirloskar group was established in 1888 by Laxmanrao Kirloskar. He started with farm manufacturing equipment and later diversified into various kinds of engine manufacturing units. Kirloskar Group today is an Indian conglomerate multinational company with its headquarters in Pune, Maharashtra; India exports to more than 70 countries, most of which are from Africa, Southeast Asia and Europe. The group was managed as a cohesive unit until Chandrakant Kirloskar was at the helm as the chairman. Each brother’s family was managing a business and companies in the fold in which they started. The Kirloskar Group had first split in 2000 when Bengaluru-based Vijay Kirloskar (Ravindra Kirloskar’s son, fourth son of Laxmanrao Kirloskar) moved out of the group with Kirloskar Electrical while the Pune-based Kirloskar brothers moved out with Kirloskar Oil Engine Engines, Kirloskar Brothers, Kirloskar Pneumatics and related subsidiaries. In 2009, a DFS was signed among the family members, including a noncompete clause against each other regarding the usage of the Kirloskar brand name and the tagline “Kirloskar Enriching Lives.” The current dispute started in 2020 when first Vijay filed a suit against his nephews regarding illegal usage of the Kirloskar brand name for the companies not eligible to use it and second when Sanjay Kirloskar also filed a similar lawsuit against his brothers for illegally using the brand name and violating the noncompete clause. The high court, in its judgment, sent the case for arbitration, but Sanjay approached the Supreme Court of India regarding the stipulated arbitration process. With both sides taking a hard stance, there did not seem to be a quick resolution to this dispute.
Complexity academic level
This case study is suitable for both undergraduate and postgraduate level in entrepreneurship course and family business course.
Subject code
CSS 3: Entrepreneurship
Supplementary materials
Teaching notes are available for educators only.
Details
Keywords
Mohamad Syahrul Nizam Ibrahim, Shazali Johari, Amirah Sariyati Mohd Yahya, Rosmiza Mohd Zainol and Suziana Hassan
Gunung Mulu National Park (GMNP) is one of the two protected areas with UNESCO World Heritage Site (WHS) status in Malaysia. Until now, this area can only be accessed by tourists…
Abstract
Gunung Mulu National Park (GMNP) is one of the two protected areas with UNESCO World Heritage Site (WHS) status in Malaysia. Until now, this area can only be accessed by tourists via air and water transportation only. Recently, the government has proposed the construction of a road connecting GMNP to several areas, including Miri City through a high-impact infrastructure project. However, this project might instigate the potential benefits and challenges in terms of tourism development and community well-being. As custodians of the park, their support for this initiative needs to be dismantled so that the management of the national park can still be implemented holistically and does not jeopardise the current UNESCO status of WHS. WHS is UNESCO-designated area of cultural, historical, scientific, or other significant value, legally safeguarded by international agreements, and preserved for the benefit of future generations due to its exceptional value to humanity. Thus, this study aims to examine challenges and socioeconomic impacts of the proposed road among key informants' perspectives at Long Terawan Village, Long Iman Village, Batu Bungan Village and GMNP Headquarters. The study was conducted via in-depth interviews with 10 community members residing in the settlement, including a tribal chief, boatman, lodging operator, park guide and farmer, all of whom are professionals and representatives of the local community. They were designated as key informants on account of their extensive engagement and development within the community. Through a thematic analysis, their perspectives on the proposed roads to be built in the area were elucidated. The study offers pragmatic understanding of socioeconomic impact assessment, which could inform strategic decision-making by incorporating information regarding potential benefits and challenges of the proposed road construction to an isolated protected area.
Details
Keywords
Yu-Ching Chiao, Chun-Chien Lin and Yu-Chen Chang
This study explores the evolutionary relationship between multimarket contact (MMC) and competitive actions among multinational corporations (MNCs). It aims to enhance the…
Abstract
Purpose
This study explores the evolutionary relationship between multimarket contact (MMC) and competitive actions among multinational corporations (MNCs). It aims to enhance the understanding of international market competition by incorporating insights into dynamic competition and parent–subsidiary relationships.
Design/methodology/approach
A structured content analysis was used to identify the competitive actions of global shipping liners. The dataset includes 8,204 actions identified across nine global arenas. Data were collected from 6,553 monthly news articles on Alphaliner. The period covered is from January 1, 2015, to June 30, 2023.
Findings
The results indicate that a higher degree of MMC leads to greater competitive aggressiveness, supporting the combination of mutual forbearance and the Red Queen effect. Additionally, market importance triggers the mutual forbearance effect, whereas competitive rivalry is weaker for overlapping cross-market contacts. Furthermore, local competitive intensity increases MNCs' contact and echoes the Red Queen effect, especially for subsidiaries facing increasing pressure from local responsiveness.
Research limitations/implications
Limitations include reliance on Alphaliner, potential inaccuracies from proxy variables, and unmeasured headquarters–subsidiary interactions. Future research should explore other industries and extend the study period for broader applicability and generalization.
Practical implications
By interlacing mutual forbearance with the Red Queen effect within a coopetition framework, managers can devise strategies to balance competition and collaboration, thereby ensuring long-term viability and growth in global markets.
Originality/value
This study extends the concept of MMC to the context of global shipping liners, a previously underexplored sector. Unlike earlier research, this study empirically examines MMC dynamics globally and integrates mutual forbearance and the Red Queen effect.
Details
Keywords
Maria Björklund, Helena Forslund and Veronica Svensson Ülgen
Contradictory sustainability priorities and perspectives among supply chain actors in greening transportation can be challenging. Several of these contradictions can be described…
Abstract
Purpose
Contradictory sustainability priorities and perspectives among supply chain actors in greening transportation can be challenging. Several of these contradictions can be described as paradoxes (i.e. interests that are logical in themselves, but become irrational when perceived together). The aim of this study is to increase the understanding of paradoxical tensions hampering the greening of transportation in transport buyer–supplier dyads.
Design/methodology/approach
A case study method targeting greening transportation in two transport buyer–supplier dyads was applied, followed by an analysis with a point-of-departure in paradox theory.
Findings
Tensions related to performing, belonging, learning and organizing paradoxes in greening transportation were identified. These tensions arise as a consequence of actions, perspectives and other tensions, within three identified loci in individual companies and in dyads.
Research limitations/implications
By identifying examples of tensions through the lens of paradoxes in a particular setting, this study provides an increased understanding of why the transition toward green transportation goes slow, despite the high ambitions of involved actors. The suggested framework provides a novel contribution to the literature that further increases the understanding of tensions, by providing additional insights into where tensions arise and how actions, perspectives and tensions in one place of a locus spectrum can disseminate along that spectrum.
Originality/value
This study is original because it applies paradox theory and the four categories of performing, belonging, learning and organizing within the field of greening transportation, and in particular as a lens to study interactions between different actors.
Details
Keywords
Han Wang and Jianwei Dong
The literature suggests that increasing the intensity of compensation incentives for corporate venture capital (CVC) managers can contribute to successful exits of direct CVCs…
Abstract
Purpose
The literature suggests that increasing the intensity of compensation incentives for corporate venture capital (CVC) managers can contribute to successful exits of direct CVCs. This study explores the impact of compensation incentives on the successful exits of indirect CVCs under different geographical distances between parent companies and indirect CVC managers.
Design/methodology/approach
The authors observed the compensation terms of CVC managers through investment announcements made by listed companies and used a probit regression model to test the hypotheses from a sample of 241 investment events with indirect CVCs in China.
Findings
The results show that if parent companies are geographically close to the managers of indirect CVCs, increasing the intensity of compensation incentives for managers will help the successful exit of indirect CVCs. However, if parent companies are not geographically close to indirect CVC managers, increasing the intensity of compensation incentives for managers will not promote the successful exit of indirect CVCs.
Originality/value
This study contributes significantly to the CVC literature. First, it sharpens our understanding of the differences in operational mechanisms between direct and indirect CVCs. Second, we find that the threshold returns of indirect CVC managers are non-negligible compensation incentives. Finally, the empirical evidence supports that in indirect CVC investments, the geographical distance between parent companies and managers is concerning because it affects whether compensation incentives contribute to the successful exit of indirect CVCs.
Details
Keywords
Sara Melén Hånell, Veronika Tarnovskaya and Daniel Tolstoy
The purpose of this study is to examine how different innovation efforts can support multinational enterprises’ (MNEs’) pursuits of sustainable development goals (SDGs) in…
Abstract
Purpose
The purpose of this study is to examine how different innovation efforts can support multinational enterprises’ (MNEs’) pursuits of sustainable development goals (SDGs) in emerging markets and under what circumstances they are applied.
Design/methodology/approach
The article comprises in-depth case studies on two high-profile Swedish MNEs: a telecom firm and a fast-fashion firm, with data collected both at the headquarter-level and local-market level.
Findings
The study shows that MNEs pursue a selection of prioritized SDGs in emerging markets. To overcome challenges related to attaining these goals, we find that MNEs engage in innovation efforts at different levels of commitment. In some instances, they engage in operational innovation aimed at relieving symptoms of sustainability misconduct and ensuring compliance. In other instances, they engage in systemic innovation efforts, which involve the actual market structures underlying sustainability problems.
Originality/value
MNEs are increasingly incorporating the United Nations SDGs into their innovation strategies. The study contributes to international business research on MNEs’ roles in realizing the SDGs by conceptualizing and discussing two pertinent approaches to innovation.
Details