Search results

Under the circumstance that the development of developing countries is a major issue that has long been of concern to Marxist scholars, the research is focused on the category of development benefit, which Xi Jinping has mentioned many times.

Based on the Marxist theory of international value, the authors of this paper indicate that development benefit is the result of developing countries' consistently increasing labor productivity, reducing squandering in labor and transforming more labor into real value, and thus the fundamental cause of unequal development in international economics turns from the field of circulation to the area of production.

Also, the authors summarize China's experience of obtaining the development benefit and China's development path featuring common development and criticized the comparative advantage of mainstream Western economics, revealed the path of dependency development represented by mainstream Western economics.

Finally, the authors analyze the essence of the economy and trade conflict between China and the US and the respective strategic goals of the two countries and provide an outlook on the contest between the two roads of development and the evolutionary trend of the relationship between developed and developing countries.

This paper applies the concept of value creation to examine the strategic management of multinational enterprises. “International strategic management” is first defined as the process through which value is created by managers operating across a national border. The domain of international strategic management is thus determined by activities that distinguish international management from domestic management in the process of value creation. This perspective on value creation is used to answer three questions pertaining to international strategic management. First, how important is international strategic management? Simple statistics presented here demonstrate that the international component of value creation is important in the U.S. economy. Second, what is the domain of international strategic management? The paper presents a framework in which international strategic management is the aggregation of value created through international production, marketing, and financial activities, and reveals that the domain of international management is vast. Third, does international strategic management make the whole multinational enterprise worth more than the sum of its parts? Empirical evidence suggests that the answer is yes, at least for U.S. multinationals in the early 1990s.

There is a lack of research on how the industrial firm's international strategy is associated with basic and advanced value-adding modes of the wholly owned foreign subsidiary. The purpose of this paper is to fill the gap by answering two questions: how are relatedness between the firm and the foreign subsidiary, and the firm's international scope associated with foreign subsidiary's value-adding mode? How does the subsidiary's market experience moderate the relationships?

The study develops a conceptual model that integrates strategy theory and internationalization theory in order to explain basic value-adding modes (promotion, sales, and after-sales services), and advanced modes that also include product development and/or production. Also, the study tests the model using statistical data from subsidiaries of Swedish firms operating in Germany, the USA, and the UK.

It was found that greater relatedness between the core business unit of the parent firm and the foreign subsidiary favors a basic mode. However, the foreign subsidiary's market experience weakens the relationship, and the interaction triggers an advanced mode. Also, greater international scope of the firm favors an advanced mode.

The model test shows that research needs to consider both international strategy and market experience in explaining value-adding modes of an industrial firm's wholly owned subsidiary.

By using the study contributions the industrial firm's efforts to efficiently implement international strategy would become more efficient as strategy coherence will increase.

This paper contributes to literature on international strategy and internationalization by showing that international strategy and market experience of foreign markets mutually impact value-adding modes of wholly owned foreign subsidiaries.

The purpose of this study is to investigate the relationship between rapid internationalization and firm value in US restaurant companies. This study also identified the moderating role of available slack, potential slack and recoverable slack on the relationship of rapid internationalization and the firm’s value.

A hierarchical regression analysis with panel fixed effects was used in this study. Samples were drawn from publicly traded US restaurant companies, and span from 1993 to 2016 with 264 firm-year observations was used for the study’s analysis.

Drawing on Penrose’s seminal theory of firm-growth that a firm needs excess resources to grow and that the amount of slack resources directly influences a firm’s international growth, this study found that available slack alleviates the negative impact of rapid international expansion in achieving higher firm value.

This study is one of the few analyses that examined the speed of rapid international expansion in the service context. In addition, this study contributes to existing literature by examining three different slack resources with regards to the speed of international expansion. The findings of this study shed light on restaurant companies whose financial resources are critical for value-adding international expansion.

Drawing on the resource-based view (RBV) and literature on relational embeddedness and network ties, we examine how personal relationships of international social entrepreneurs and accountability of social enterprises influence social value creation in cause-related marketing (CRM) of three UK-based international charities. The study also explores how personal relationships of international social entrepreneurs affect accountability of social entrepreneurship for social value creation of non-profit organizations in the UK context.

Our research aimed to inform international social entrepreneurship literature by exploring the impact of personal relationships on accountability and social value creation processes via cause-related marketing (CRM) practices using a case study method. The lack of clearly defined social value creation in social entrepreneurship, and somewhat intangible processes of relationally embedded ties, accountability, and their impact, the case study method is most suited for this study. In particular, inquiry-based investigation surrounding social value, embedded ties and accountability requires systematic and structured dissemination to capture latent constructs.

The findings show the importance of personal ties in the alignment of social mission with corporate social responsibility between UK-based international charities and commercial organizations across borders. In international social entrepreneurship, social value creation is facilitated by accountability of social goals while trust-based personal relationships assist access to commercial opportunities.

Further research could examine the role of trust in creating greater social value from an international social entrepreneurial perspective rather than from a solely non-profit social mission. It can also consider additional factors such as gender and cultural capital issues to investigate the role of personal relationships of international social entrepreneurs in the accountability and social value creation of non-profit organizations.

The need to fulfil social objectives, missions and obligations are central to the involvement of international social entrepreneurs in CRM activities with commercial organizations. Accountability through clear communications serves as the basis for brokering new ties or partnerships within the social relations of entrepreneurs, particularly weak ties rendering trust for third party endorsement and sharing of information. Although partnerships with commercial organizations may create social value in CRM, the reliance on personal relationships may expose international social entrepreneurs to unethical practice beyond immediate relationships and/or opportunistic behavior without formal contracting mechanisms. International social entrepreneurs must therefore match the core values of their social mission with potential partners in their CRM engagements.

The literature on international social entrepreneurship has not considered how social entrepreneurs' personal relationships at the individual level may impact accountability of social entrepreneurship for CRM and social value creation. This study builds on these studies by examining how individual level personal relationships of international social entrepreneurs with external stakeholders influence accountability of social entrepreneurship for CRM and social value creation at the organizational level. This study also builds on prior studies about entrepreneurial networks and network ties by examining the processes in which international social entrepreneurs use their personal relationships to access and utilize external resources for social value creation in CRM. Finally, this study contributes to previous research which provides limited insights into the international social entrepreneurship among organizations with reference to CRM where social value attributes are evaluated by embedded relational ties.

This study aims to investigate how mature born global firms create value for customers to achieve continued international growth.

The study employs a case study approach to investigate the under-researched area of how mature born globals create value for customers and, by doing so, contribute to their continued international growth. This in-depth examination of how three born globals developed over time uses interviews, observation and secondary data.

The findings indicate that the entrepreneurs of born global firms, that continued to grow, created a culture in the early stages that supported value creation for foreign customers. These firms have built a competitive position by developing international niche products. They have also implemented a combination of proactive and reactive market orientation to facilitate the creation and delivery of value to customers. To maintain growth, they further invest the revenues earned on additional international marketing activities and continuously enhance their focal products.

The study relies on three cases. We therefore recommend that future studies extend the scope of the research to several companies in various industries and countries, in which the theoretical arguments can be applied. In addition, further studies that test the propositions developed in this study, in different contexts, are highly recommended.

To gain international growth, managers should create an organizational culture that facilitates satisfying international customer needs. Firms should continuously invest in sales and market development (e.g. social media marketing, personal selling) and undertake technology development of niche rather than new products. To achieve international growth, managers need to standardize part of the offer to achieve economies of scale and adapt the other part to international customers' needs.

Research on born globals has focused on the early stages of their internationalization processes, while largely neglecting the later stages (mature born globals) or the factors that lead to continued international growth. To address this gap, this study explores what happens when born globals ‘grow up’. This study contributes to the literature by capturing the factors and processes underlying how mature born globals create value for customers, for international growth. In particular, the study shows that the culture and strategies developed in the born globals' early stages also lead to international growth in later stages. The mature born globals have also invested in niche products, brand building, and effective market channels and adopted a combination of proactive and reactive market orientations.

The purpose of this paper is to explore how corporate values are interpreted by local and international employees in a multilingual organisation that has opted for the local language, not English, as its corporate language.

This is a research paper exploring how the recontextualisation and resemiotisation of value terms impact on how corporate values are interpreted, employing triangulation of questionnaire and interview results.

When values are recontextualised in employee discourse, proficiency in the corporate language and cultural background was found to have an impact on their interpretation. Internationals were found to have a broader and not exclusively professional interpretation compared to the locals. Internationals with a low level of proficiency in the local language were more sceptical than the locals as to whether there was a shared understanding of the values.

The questionnaire yielded fewer respondents than the authors expected, which should be taken into account when interpreting the results.

The paper suggests best practices for communicating corporate values to a multilingual workforce.

This paper contributes to the understanding of linguistic challenges in the multilingual work contexts.

To the authors’ knowledge, there is little prior in-depth research on how language impacts on employees’ interpretation of corporate values. As values are cohesive devices in organisations, the language used to convey them is worth addressing as the present paper aims to demonstrate.

This chapter investigates the role of authentic leadership in international entrepreneurship. The authors examine how the four pillars of authentic leadership – self-awareness, relational transparency, internalised moral perspective and balanced processing of information – can promote effective collaboration for cross-border social value creation in entrepreneurial ventures. Questions that the authors address are: How do we define ‘international’ entrepreneurship from the perspective of authentic leadership? Are new or different leadership qualities required for the ‘international’ dimension? What are international leadership values or/and qualities and how does the international context change what competencies are needed? The authors call for research to examine how leadership can be depersonalised and become collective rather than an individual trait.

In order to respond to the call for a broader perspective on the internationalization of entrepreneurial firms, this study aims to bring the business model concept to the context of international entrepreneurship, with special emphasis on the notion of value formation and value exchange at company interfaces.

This is a cross‐case study based on qualitative data from business model workshops with key company informants in each case firm.

The findings of the study indicate that, although the business models of firms with comparable positions may appear similar, there are fine‐grained differences both in their activities and in their value formation. In addition, the data collection workshops revealed that firms tend to neglect the inspection of their incentives to their partners, as they concentrate on value formation to end‐customers.

From the managerial point of view, the study shows how the managers of international entrepreneurial firms may describe and analyze their business model, including the whole value chain, systematically from the perspective of value exchange. Firms may gain insights from examining the business models of similar organizations.

Even though the role of the business model has also been discussed in previous studies, it has not been so explicitly pronounced in the domain of international entrepreneurship. The paper contributes to previous business model conceptualizations by adding the notion of value exchange at the company interfaces.