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The identification of country-specific advantages for business activities is one of the most crucial issues of strategic management and international business literatures. We address this issue by examining location-specific conditions for a successful generic medicines industry within 24 European countries. The findings of our fuzzy-set qualitative comparative analysis show that there are no necessary conditions for the high performance or absence of the high-performance industry. By revealing the causal complexity related to the issue, however, we show that the high performance or lack of it results from a configuration of conditions. Specifically, we identify two sufficient causal configurations to both outcomes. These findings provide clear implications for generic medicines industry firms who are planning location choices of their operations. In addition, this study provides a methodological advancement to explain and understand which country elements matter more, for what outcomes, and under what conditions.

The purpose of this paper is to offer an explanatory process model of stakeholder management. The model shows how and why path dependence is manifested in stakeholder management issues.

The paper integrates stakeholder theory with key ideas from path dependence literature. The resulting propositions are examined in the context of a longitudinal case study of the United Airlines and US Airways abandoned merger in 2000‐2001

The paper's analysis demonstrates that initial conditions are accentuated by the sequence of actions, offering a plausible explanation for process outcomes.

On the practical side, the paper provides a problem‐solving tool for stakeholder management to analyze the stakeholder linkages during strategic initiatives.

The paper addresses an important research gap, exploring how stakeholder‐related path dependencies influence the process of conflict escalation.

The lack of systematic methods for reducing the complex reality has hampered many of the contributions that processual research might have produced. This paper presents a methodology for processual strategy research that offers a systematic approach for causal explanation across complex sequences of events and enables theorization about underlying causal mechanisms driving the processes. In addition, a comparative analysis of two organizational decline and turnaround processes is presented in order to illuminate how the methodology is able to generate a substantial advancement in knowledge by indicating the causal mechanisms underlying the decline and turnaround processes. The findings show that the turnaround is produced by four causal mechanisms that cumulatively and interdependently work against the mechanism of decline.

Employee stock ownership programs (ESOP) may become a source of competitive advantage but a threat to a firm’s survival as well. Strategic stakeholder negotiation, on the other hand, is a process through which an organization negotiates with multiple stakeholders in order to achieve a strategic goal. Such perspective helps to illustrate the importance of understanding, balancing, and managing stakeholder demands in ESOP‐related negotiations. The airline industry provides an interesting arena in which to study this process. Specifically, this paper examines the various forms of stakeholder negotiations crucial to the competitive behavior of US airlines, focusing especially on employee ownership negotiations in United Airlines during

This paper aims to develop a new model of stakeholder classification and a model for explaining the relationship between the organization and its respective stakeholders.

The new proposed model is based on an empirical study that comprises an exploratory study based on 15 interviews and a confirmatory study based on 684 questionnaires answered by staff of 11 public universities. The main variable deployed is the stakeholder's respective level of influence from the organization's management perspective, that is, their level of legitimacy, power and urgency.

The new model proposes six stakeholder types (regulator, controller, partner, passive, dependent and non‐stakeholder). To explain the relationship between the stakeholder and the organization, the traditional needs‐satisfaction vision was expanded. The variables of relevance, mutual influence and participation were found to be important in explaining the organization and stakeholder relationship. This study contributes both in simplifying stakeholder classification and in explaining the relationships between parties.

The study proposes a new model for stakeholder classification based on empirical research carried out with public organizations, therefore it is advisable to test this new classification scheme with other types of organizations.

This research proposes a stakeholder classification scheme previously unpublished in the literature, which helps organizations managing the relationships with their stakeholders.