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Multinational structure has been linked to operational flexibilities that can improve corporate adaptability and a knowledge‐based view suggests that multinational resource diversity can facilitate responsive opportunities. The enhanced maneuverability from this can reduce earnings volatility and hence the corporate performance risk. But, the internationalization process may also require irreversible investments that increase corporate exposures and leave the risk implications of multinational enterprize somewhat ambiguous. Hence, the purpose of the paper is to present an empirical study of the implied relationships between the degree of multinationality and various risk measures including downside risk, upside potential, and performance risk.

The paper provides a brief literature review, develops hypotheses, and tests them in two‐stage least square regressions on archival data to control for pre‐selection biases.

The analyses indicate that multinationality is associated with lower downside risk as well as higher upside potential and leads to reduced performance risk. The study finds no trace of diminishing effects from higher degrees of multinationality.

The empirical study uses a sample of large US‐based corporations, which could affect the generalizability of results. However, this is consistent with other studies and eases comparability of findings.

The findings add to the ongoing debate about the risk effects of a multinational corporate structure and confirms that a diverse multinational presence is associated with positive risk outcomes.

The paper complements a limited number of studies with equivocal results and adopts alternative risk outcome measures. The study extends the industry scope by introducing a comprehensive sample of firms operating in different manufacturing and service businesses.

This paper aims to extend the understanding of how real options reasoning (ROR) is associated with downside risk and how a firm’s portfolio (explore and exploit) of investment activities affects managers’ ability to effectively apply ROR in relation to downside risk.

The survey method is used. It is applied to a population of Danish firms, which in 2018 had more than 100 employees. The chief financial officer was the target respondent.

This study finds that a higher level of ROR is associated with lower levels of downside risk. ROR’s association with lower levels of the downside risk is also moderated by the level of relative exploration orientation in a negative direction.

The field of ROR research on downside risk and portfolio subadditivity has been dominated by research focused on multinationality. This paper extends extant literature on ROR by studying ROR as a multidimensional construct of firm action, which is associated with lower levels of downside risk, also when studied outside of a multinationality setting. This is the case when ROR is implemented as a complete system. This paper also applies a framework of exploitation and exploration to show that findings on subadditivity in options portfolios caused by asset correlations extend outside the scope of multinationality and into one of product/service innovation.

The purpose of this paper is to explore how multinationality affects multinational companies’ (MNCs) downside risk and the moderate effects of ownership structure in the setting of emerging markets based on Chinese publicly traded manufacturing MNCs.

The author derives hypotheses based on real options theory and agency theory, and tests hypotheses by using Tobit model and a unique data set of Chinese A-shared publicly traded manufacturing MNCs in the period of 2010–2016.

The empirical results suggest that multinationality is positively related to downside risk and this effect is subjected to ownership structure for firms in emerging markets. In particular, multinationality of MNCs with a high level of ownership concentration, managerial ownership and institutional ownership is more likely to reduce downside risk.

The main conclusion of this paper highlights the importance of ownership structure of MNCs in explaining the real options value of multinationality, and conveys to owners of MNCs in China and other emerging markets the need to strengthen firms’ governance if they want to maximize the benefits of multinational operations.

This study extends existing studies by taking ownership structure into consideration and highlighting the importance of agency problem in the examination of multinationality and downside risk, which provides a potential explanation for previous mixed evidence. This study also provides new evidence for the relationship between multinationality and downside risk by using a unique sample from China, an emerging market country.

By reviewing the literature, this paper explores the current priorities and future directions of alliance post-formation dynamics research.

This paper collects and analyzes empirical studies on alliance post-formation dynamics that were published between 1990 and 2021.

Current research on alliance post-formation dynamics can be structured as antecedents and outcomes of dynamics and their moderating effects. Among these topics, antecedents of dynamics have been addressed in a large body of research encompassing diverse theoretical mechanisms and levels of analysis. However, there remain debates regarding the outcomes of alliances post-formation dynamics.

First, this paper enriches the theoretical plurality of the field by integrating the antecedents and outcomes of dynamics and their moderating effects. Second, this paper proposes a new scholarly perspective – “alliance dynamic capabilities” – to address the “disruption vs adaption” debates regarding the outcomes of alliance post-formation dynamics in current research. Third, this paper presents several promising future research directions with the aim to advancing the literature on alliance post-formation dynamics.

Literature indicates that global geographic diversification (GD) has mixed effects on a multinational corporation’s (MNC) performances. The purpose of this paper is to examine how an MNC’s GD influences its stock market and financial performances directly and indirectly via operational performance (i.e. changes in inventory levels).

Using firm-level data collected from Compustat database for the period 2000-2011 and estimating a mediating regression model, the authors examine the direct and indirect effects of GD on an MNC’s stock market (Tobin’s q) and financial performances (ROA), with inventory level being a mediator. Additionally, the examination is implemented separately under two economic situations: financial crisis vs without financial crisis.

The results show that GD enhances an MNC’s stock market performance, while deteriorating its financial performance in the presence of a financial crisis. In contrast, GD has little direct impact on an MNC’s stock market and financial performances during periods without financial crisis. The indirect effects of GD are mediated by changes in inventory levels.

This study suggests that MNCs need to carefully weigh the benefits and costs of global strategy obtained through GD. The results also indicate that GD is highly appreciated by the stock market investors during economic downturns and tighter inventory management may further enhance firm values.

This paper is the first empirical research to estimate both direct and indirect effects of GD via inventory in the operations management literature, highlighting the value of GD depending on the different economic situations and echoing the role of operations in implementing GD.

Increasingly, companies are using alliances and joint ventures to pursue entrepreneurial opportunities. These collaborations are voluntary arrangements between two or more firms that exchange, share, bundle, and create resources in pursuit of entrepreneurial opportunities. This paper proposes that the innovativeness and risk characteristics of these entrepreneurial collaborations significantly influence the outcomes that partner firms realize. Furthermore, interfirm trust works to moderate the effects of these characteristics and allows partners to effectively manage these arrangements. Using data from a sample of alliances and joint ventures engaged in new product development in the telecommunications, medical, and electronics industries, we empirically test the effects of these characteristics on partner satisfaction and partnership success.

This paper aims to provide a comprehensive view of the role of previous cooperative relationships between partners at the different stages of development of strategic alliances: formation, design and post-formation, as well as their effect on alliance performance.

This paper is a comprehensive review of the literature.

This paper shows that the relationship between prior ties and alliance outcomes is more complex than what it seems at first sight. The impact that prior ties have on alliance performance and organizational adaptation is not always positive.

The main implication of this paper for researchers and managers is to show the need to consider the risks of repeated relationships between partners. This research could be developed by conducting a meta-analysis.

This paper provides a comprehensive view of the impact of prior ties between the partners in strategic alliance outcomes. This paper sheds light on some inconclusive results of previous research on this topic.

While the number of global alliance terminations in the business world has grown steadily during the past few decades, the scholarly literature on strategic alliance (SA) termination remains limited. This research paper aims to perform a bibliometric analysis of the literature on alliance termination and propose a model for future research agenda that links the termination phase to the pre-alliance termination phase and post alliance termination phase.

A search query on global alliance termination identified a total of 69 research papers from the Scopus database, and a bibliometric analysis was performed using the bibliometrix R-package and VOSviewer. The analysis further used the TCCM framework to review the set of papers.

This research analysis reveals that, compared to the pre-formation, formation, and process stages of alliances, limited research has been undertaken on global alliance termination. The bibliometric analysis and TCCM framework provide a complete view of the extant literature on global alliance termination from different dimensions and act as the which as the foundation for a developing the research agenda that links pre-alliance termination phase and post-alliance termination phase to that of alliance termination phase.

The proposed research agenda is unique as it integrates multiple phases in the alliance lifecycle with global alliance termination phase and develops a distinct view for future research that emphasizes on the post-alliance termination phase.

The bibliometric analysis provides a precise snapshot of the state of the literature on global alliance termination. The research agenda developed provides a direction for further academic research that links alliance termination not only to pre-alliance termination phase but also to the post-alliance termination phase that is nascently explored in the literature.

This study is among the few to review and synthesize the literature on global alliance termination. It, therefore, functions as a catalyst to draw global scholars' attention. Further, it provides global researchers with direction by proposing a global research agenda.

The purpose of this paper is to investigate how supplier concentration influences a buyer firm's R&D intensity. This study proposes a mediation and moderation model to test this relationship in the Chinese household appliance industry. Specifically, this study tests the mediation effect of operational slack on the relationship between supplier concentration and R&D intensity and the moderation effect of financial constraints on this relationship.

Drawing upon real options theory and resource dependence theory, the proposed relationships are tested with the Chinese household appliance market using financial data from listed companies over a ten-year span from 2012 to 2021. Fixed effects (within-group) panel regression models are used to test the hypotheses. In addition, the authors use the bias-corrected bootstrap method to test the mediation effect.

The authors find that supplier concentration negatively affects a buyer firm's R&D intensity and that internal operational slack mediates this relationship. Interestingly, financial constraints from the external financing organization weaken the negative relationship between the buyer firm's supplier concentration and R&D intensity.

Based on the argument of real options theory and resource dependence theory, this study provides novel insights into the issue of how concentration on several major suppliers may reduce buyer firms' R&D intensity. First, this study introduces operational slack as a form of internal uncertainty that mediates the supplier concentration–R&D intensity relationship. Second, this study suggests that the effect of supplier concentration on R&D intensity is contingent upon firms' financial constraints from external financial organizations, disclosing a synergetic interactive effect of supplier concentration and financial constraints on firms' R&D activities. Third, this study is conducted in the unique institutional context of China, providing meaningful insights into the relationship between supplier concentration and R&D intensity.