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1 – 4 of 4Javier Aguilera‐Caracuel, Juan Alberto Aragón‐Correa and Nuria Esther Hurtado‐Torres
The purpose of this paper is to explain the different international environmental strategies that multinational enterprises (MNEs) can adopt.
Abstract
Purpose
The purpose of this paper is to explain the different international environmental strategies that multinational enterprises (MNEs) can adopt.
Design/methodology/approach
This study updates the traditional country‐specific advantages/firm‐specific advantages (FSA/CSA) framework. In order to do so, the concepts of environmental institutional distance between countries and MNEs' availability of slack resources are used.
Findings
First, a low environmental institutional distance between headquarters' and subsidiaries' countries contributes to creating environmental standards within the company. Second, MNEs with high availability of slack resources are willing to standardize their environmental practices. However, those MNEs that have a high availability of slack resources but have units based in high‐distance countries prefer to generate valuable and advanced environmental management practices only in specific countries. Finally, those MNEs with a low level of slack resources and with units based in low‐distance countries only comply with national environmental institutional requirements, becoming isomorphic with other local firms.
Research limitations/implications
Although previous findings suggest that MNEs are increasingly standardizing their environmental practices, this generalization can be applied to those MNEs with units based in low‐distance countries that have a high availability of slack resources, which lead them to create valuable non‐location‐bound, green, firm‐specific advantages (FSAs).
Originality/value
This paper sheds light on the way in which MNEs' activities affect the natural environment. Since MNEs are key actors in terms of economic and environmental development, they can promote social and environmental values in society, and at the same time encourage other organizations and institutions to adopt a socially responsible attitude.
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Samuel Gómez‐Haro, Juan Alberto Aragón‐Correa and Eulogio Cordón‐Pozo
The main purpose of this paper is to contribute to a better understanding of how different dimensions of the institutional environment of a region may influence the level of…
Abstract
Purpose
The main purpose of this paper is to contribute to a better understanding of how different dimensions of the institutional environment of a region may influence the level of corporate entrepreneurship of firms.
Design/methodology/approach
The paper develops the relationship between the institutional environment, differentiated in regulatory, cognitive and normative dimensions, and entrepreneurship in existing firms, corporate entrepreneurship, via a questionnaire study covering 150 firms in Spain.
Findings
The relation between institutional environment and corporate entrepreneurship can be distinct. The results show that both the normative and cognitive dimension of the institutional environment influence an organisation's entrepreneurial orientation. They also show that regulatory dimension influences what type of corporate entrepreneurial activity is carried out.
Originality/value
Literature about institutional theory and entrepreneurship has been both descriptive and fragmented. This paper complements the increasing interest in the analysis of the influence of institutional frameworks on corporate entrepreneurship and answers recent calls in the literature to complete previous analyses in an empirical way that supports previous works.
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José M. de la Torre‐Ruiz and J. Alberto Aragón‐Correa
The purpose of this paper is to examine how, within a team, the value of their best member depends critically on the performance of the rest. Analysis of the interdependent team…
Abstract
Purpose
The purpose of this paper is to examine how, within a team, the value of their best member depends critically on the performance of the rest. Analysis of the interdependent team members complements the traditional focus of resource‐based‐view analyses of isolated resources.
Design/methodology/approach
The authors used data from 584 National Basketball Association teams (30 teams collected over 21 seasons).
Findings
The authors find a positive relationship between best member performance and team performance that increases as the rest of the team members’ performance improves.
Practical implications
Having team members with a high individual performance does not imply that the team will have a competitive advantage over the rest. To gain this advantage, it is also necessary that the rest of the team members also show a high individual performance.
Originality/value
These results contribute to the team literature increasing our knowledge about the effect of complementary resources on gaining competitive advantage. Additionally, sports teams offer the possibility of using objective data to assess team members’ individual value within a team.
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