Search results

This chapter contributes to the existing literature on institutional theory and international business research by integrating the concepts of polycentrism and institutional learning to examine how MNEs from emerging economies invest in developed countries. We argue that equity-based market entry modes and non-equity-based modes create different needs for learning about economic, regulatory and political institutions; entry modes with or without local partners lead to different levels of institutional embeddedness and institutional learning speeds. Finally, the content of institutional knowledge also determines its transferability and adaptability. We emphasize the importance of recognizing the integrated nature of economic, regulatory and political institutions from a polycentric perspective and discuss their change in different situations.

Given the complexity of inclusive business (IB) to combine social contribution and business sustainability, companies make strategic choices. One multinational corporation (MNC) avoided interconnections with villagers and used only market-based relations with stimulants and incentives in the market. Another one delegated management completely to local partners, succeeding in stimulating the poor’s self-initiated economic activities. MNCs seem to have difficulties in handling institutional interconnections. In such cases, market-based relations or delegating management to the local partners were found to be highly effective for covering missing capabilities. One foreign NGO, despite its well-developed institutional interconnections with the locals, is struggling to develop markets for its social enterprises. In contrast, one local trust successfully cooperated with many local partners, appealing to local institutions (values and beliefs). Also, poor farmers felt the social contributions of two local companies by being incorporated into the companies’ supply chains backed by their corporate social responsibility (CSR) orientations and activities. Hence, both foreign and domestic organizations seem to succeed in IB by embedding their projects to their original institutions and developing diverse mechanisms to compensate for missing capabilities. One exception is a local company which successfully coordinated MNCs’ CSR activities, local communities, and governments. However, its success is owing to governmental regulation for CSR contribution. In general, though restricted by institutional backgrounds and business orientations, each case tried to create a fit between business models and its contingencies, achieve scale (at the level of communities, nations, or the global market) and business sustainability, and generate socioeconomic effects.

In Africa, poverty and food insecurity is pervasive due to intertwined factors including, declining crop yields, land degradation and inadequate policy and institutional support. With ever-increasing populations, climate change effects will be intensified, and a major crisis is inevitable unless measures to sustain land resources are urgently taken. This paper aims to argue that vibrant rural institutions are necessary to ensure food security and environmental protection, consequently contributing to climate change resilience.

The paper demonstrates the role of institutions by evaluating two types of institutions and their impacts the “status quo” and “hybrid” institutions using case studies from the African Highlands Initiative in Uganda and International Forestry Resources and Institutions in Kenya. It further discusses a model that highlights factors affecting smallholder investment in natural resources management and how these can be used to strengthen local institutions in building their resilience against climate change effects.

Weak grassroots institutions characterized by low capacity, failure to exploit collective capital and poor knowledge sharing and access to information, are common barriers to sustainable land management and improved food security.

Case studies from Uganda and IFRI in Kenya barriers in data collection instruments and language.

In Africa, poverty and food insecurity is pervasive due to intertwined factors including, declining crop yields, land degradation and inadequate policy and institutional support. With ever increasing populations, climate change effects will be intensified, and a major crisis is inevitable unless measures to sustain land resources are urgently taken.

In Africa, poverty and food insecurity is pervasive due to intertwined factors including, declining crop yields, land degradation and inadequate policy and institutional support. With ever-increasing populations, climate change effects will be intensified, and a major crisis is inevitable unless measures to sustain land resources are urgently taken.

The paper further discusses a model that highlights factors affecting smallholder investment in natural resources management and how these can be used to strengthen local institutions in building their resilience against climate change effects.

While corporate social responsibility (CSR) research and practice has expanded and evolved rapidly in recent years, little is known about how MNC subsidiaries develop their CSR strategies and how they reconcile global and local demands and pressures from both institutions and stakeholders. The paper aims to understand how institutions and stakeholder pressures interact at both national and international levels and how these interactions shape MNC subsidiaries' CSR in Bangladesh.

Multiple case studies were used to investigate the CSR practices of 10 MNC subsidiaries operating in Bangladesh. To collect data, twenty-one semi-structured interviews were conducted. For supplementing primary data, secondary data from annual reports and websites were collected.

The article demonstrates that the practice of CSR in Bangladesh is a result of pressures exerted by parent companies, international institutions and international stakeholders. The article reveals how lack of pressure from local stakeholders and institutions enables subsidiaries to gain traction and use their agency to apply globalised CSR conceptualisations not necessarily applicable to the localised context.

The study has synthesised existing approaches to develop a multilevel framework for understanding how the intricate interactions between institutions and stakeholders from different levels (i.e. national and international levels) determine the trajectory of CSR adopted by subsidiaries in developing countries. This interaction undoubtedly plays a key role in determining the types of CSR strategy being enacted, the potential agency of different actors to shape change and the extent to which such pressures are likely to lead to CSR strategies that actually reflect and respond to the needs of local stakeholders.

The purpose of this paper is to demonstrate how CALIMERA set out to help ordinary citizens right across Europe to join e‐Europe through the digital services provided by their local cultural institutions and to extend the European research area by sharing knowledge and exchanging best practice with those countries providing strong potential for beneficial research partnerships with Europe in the local cultural services area.

During its 18‐month duration (December 2003 to May 2005) CALIMERA monitored technical developments and solutions emerging from IST and national research and assessed their potential as widely transferable technologies for use by local institutions and citizens. It also aimed to co‐ordinate and sensitise the stakeholders including professional networks, national and local authorities and solution providers, contributing strongly to increased knowledge and confidence for national strategic bodies in designing and implementing IST strategies for local cultural services.

The results of CALIMERA: portal web site www.calimera.org 42 country reports; state‐of‐the‐art report on national and local policies; policy toolkit for cross‐domain working; best practice guidelines; policy and best practice forum; impact measurement recommendations; business models report; solutions noticeboard http://solutions.calimera.org; training guidelines; research road‐map; community mapping model; usability guidelines. Originality/value – The extensive portfolio of guidance, evidence and tools for policy makers and professional practitioners developed by CALIMERA will contribute to enabling local cultural institutions to play the important role necessary for achieving a new citizen‐centred and culturally aware Europe

This study empirically investigates the influence of students' brand attitudes and perceptions of brand fit on their study intention vis-à-vis international brand alliances and individual brands after alliance.

Structural equation modelling (SEM) was used in data analysis, and a questionnaire was administered to a sample of sub-degree business management students recruited from a self-financing higher education institution in Hong Kong.

The results indicate that students' prior attitudes towards the brands of foreign and local institutions and their perceptions of brand fit positively affect their study intention, providing evidence that post-attitudes towards individual brands fully mediate the relationship between attitudes towards international brand alliances and study intention towards individual institutions.

International brand alliances between higher education institutions are becoming increasingly important. In Hong Kong, despite the emerging trend of collaboration between foreign and local universities, an evaluation of the effect of international brand alliances on study intention has been seriously overlooked.

The purpose of this paper is twofold to examine the factors that contribute to local bias of venture capital in China and to explore the relationship between local bias and performance of venture capital institutions.

Local bias was measured in line with the model developed by Cumming and Dai (2010). Regression techniques were performed for our long-term cross-sectional data to analyse the potential determinants of local bias. This is followed by the Probit model to test the relationship between local preference and successful exit.

The overall finding indicated that local bias in China increased over time. The stiff competition among venture capital institutions reduced local bias, but the enhanced innovation capabilities of a particular geographical area amplified local bias because of the knowledge spillover effect. Finally, the results suggested that venture capital institutions with less local bias enjoy a greater likelihood of making successful exits.

This study used successful venture capital exit as a proxy for venture capital institution’s performance because of the unavailability of information such as internal rate of return. Future research should try to adopt other way of measuring venture capital institution’s performance.

This study sheds light on the various possible causes of local bias that the policymakers need to be aware of. Despite the rapid rise of China’s venture capital market in recent years, venture capital institutions have yet to make inroads into the local high-tech industry. This study implies to the policymakers that to reverse this trend, they should formulate policies that foster the long-term performance of venture capital institutions, mitigate the severity of local bias and raise the competitiveness of the Chinese venture capital market.

Because of data limitations, there is currently lack of prior empirical research on local bias of Chinese venture capital institutions based on large-scale data. This study intends to fill the gap.

Talk of “macrofoundations” helps foreground the constitutive and contextualizing powers of institutions – dynamics that are inadvertently obscured by the imagery of microfoundations. Highlighting these aspects of institutions in turn opens intriguing lines of inquiry into institutional reproduction and change, lived experience of institutions, and tectonic shifts in institutional configurations. However, there is a twist: taking these themes seriously ultimately challenges any naïve division of micro and macro, and undermines the claim of either to a genuinely foundational role in social analysis. The authors propose an alternative “optometric” imagery – positioning the micro and the macro as arrays of associated lenses, which bring certain things into focus at the cost of others. The authors argue that this imagery should not only encourage analytic reflexivity (“a more optometric institutionalism”) but also draw attention to the use of such lenses in everyday life, as an underexplored but critical phenomenon for institutional theory and research (“an institutionalist optometry”).

The paper aims to identify and analyze the actors and their interrelationships in realizing local content objectives in African oil- and gas-producing nations.

The paper includes content analysis of relevant research papers and reports within the oil and gas industry, local content and industrial networks published between 2000 and 2014.

The study developed a framework that integrates the literature on local content with the industrial network theory. The framework classifies the various critical actors for achieving local content, proposing that achieving local content requires the development of business network links and a resource alignment among local companies and institutions and foreign companies and institutions, in addition to multinational oil companies.

The framework of this study contributes to an emerging theory on local content by integrating the industrial network theory, which provides specific frameworks for analyzing embedded business environments, along with the previous economic and legal-based studies of local content achievement.

The way the relevant actors organize their resources and business networks provides potential for local content in an emerging oil and gas industry in Africa.

The paper is one of the few to integrate studies of local content with the industrial network theory. The literature review provides a summary window of the research on the subject over a 14-year period.

Most studies in electronic government (e-government) sustainability focus on the role of specific actors (stakeholders such as government employees or citizens) in sustaining an e-government project. However, such actors may not have sufficient resources to support e-government sustainability by themselves and must collaborate across different departments and stakeholders to sustain e-government projects. This paper aims to take a social systems theory perspective on sustainable local e-government, where actors cooperate and coordinate in a social system to leverage resources for e-government sustainability in local government contexts in developing countries.

This paper is an interpretive study of two local e-government case studies based on in-depth interviews with local government information technology (IT) managers, local leaders and staff. Data analysis based on constructivist grounded theory is used to understand the role of a social system in sustaining e-government systems in local governments in developing countries.

The original social system theory was developed for industry initiatives and adapted for public organisations in this paper. The unique characteristics of the public sector and e-government innovation are used to identify new components of the social system related to local e-government. Local e-government is sustained through a collaboration between actors in a social system to leverage resources and reduce challenges.

While this is an exploratory study, the cases show that the use of a social system theory consisting of institutional, management, social and economic components requires multiple lenses for investigation. This is a challenging process because it requires different areas of knowledge to carry out the research. The challenges may influence the overall outcome of this study. In addition, the two cases may generate limited insight and experiences as this study was carried out within two local governments in Indonesia. The findings may not provide a strong basis for generalization to other contexts.

This study offers guidance to local government IT departments to improve collaboration in a social system between local actors (such as political, managers and staff) while implementing and using e-government systems.

Sustainable local e-government requires all actors to coordinate and cooperate in a social system to reduce financial, political and technical challenges.

This paper offers new insight into how a local government collaborates in a social system to realize sustainable e-government systems. Collaborating in a social system reduces common challenges and leverages resources to support e-government sustainability.