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This study aims to investigate how and to what extent structural network properties affect dyadic negotiation behavior in tourism destination ecosystems. Specifically, this study addresses negotiation behavior in terms of problem-solving and contending, because these two key strategies reflect the integrative and distributive aspects of dyadic interactions.

This study relies on network data and dyadic survey data from nine mountain tourism destinations in Southeastern Norway. The structural network properties the authors research are triadic closure – the extent to which a dyad has common ties to other actors – and structural equivalence – the similarities in networking patterns that capture firms’ competition for similar resources. In addition, the authors also study a possible effect of relationship duration on negotiation behavior.

Triadic closure and relationship duration have positive effects on problem-solving, and structural equivalence tends to decrease problem-solving, although the effect is inconsistent; none of these three independent variables was found to affect contending negotiation behavior.

This study shows that a dyad’s structural network embeddedness has implications for negotiation behavior. Further research is encouraged to develop this theoretical perspective.

This study is a pioneering investigation of how structural network properties affect dyadic negotiation behavior in ongoing coproducing relationships in real-world destination ecosystems.

The purpose of this paper is to understand communication strategies formed by multinational subsidiaries in a transition economy during disruptive events. The authors develop and test a framework based on political realism and situational crisis communication theory (SCCT).

The authors collect and analyze communication statements from multinational subsidiaries located in Russia and made in the first two months (March–April, 2022) of the Russia–Ukraine conflict.

This study’s main findings are twofold. First, this study extends SCCT by showing that multinational subsidiaries use communication strategies that go beyond the traditional categories of diminish, rebuild and bolster. In particular, this study identifies so-called “shut the door” and “burning bridges” methods as possible industrial and home country contingent communication strategies. Second, this study shows that possession of a political realism lens provides us with powerful communication strategies made requisite during disruptive events.

The results provide practical hands-on advice for subsidiary managers on how to communicate effectively and efficiently during disruptive events such as the one described. This study offers novel communication strategies that help to understand the wider implications for managers in both home and host countries.

To the best of the authors’ knowledge, this is one of the first papers to apply SCCT and political realism to a current disruptive event for multinational enterprises, i.e. the ongoing Russia–Ukraine conflict. In that context, this study expands both perspectives by highlighting their complementarities and their conceptual boundaries. The authors can base those insights on two unique and purpose-built databases of multinational subsidiary characteristics in Russia-proper.