Journal of International Management
Papers 698
1 page of 70 pages (698 results)
We investigate how subsidiaries’ political capabilities in emerging markets are not just shaped by their home- or host country institutions, but by both simultaneously - presenting a dilemma for subsidiaries of multinational enterprises (MNEs) in host countries. Subsidiaries need to develop CPA that simultaneously “fit” parent company requirements and “external fit” requirements in relation to the host environment. Achieving this dual fit is particularly difficult in volatile host contexts, wher...
#1Francesco Debellis (Free University of Bozen-Bolzano)H-Index: 1
#2Alfredo Vittorio De Massis (Lancaster University)H-Index: 30
Last.Manlio Del Giudice (Link Campus University)H-Index: 20
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Abstract Despite the considerable increase in studies on international joint ventures (IJVs) and family business, the two research streams have yet to be systemically integrated. Family firms have unique characteristics that affect their involvement in IJVs differently from their non-family counterparts. Indeed, family firms face a paradox entailing a lower willingness to form IJVs, but a higher ability to govern them. Drawing on three distinct components of strategic agility (i.e., strategic se...
1 CitationsSource
#1Riad Shams (Northumbria University)
#2Demetris Vrontis (University of Nicosia)H-Index: 26
Last.Michael R. Czinkota (UKC: University of Kent)H-Index: 28
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Abstract Strategic agility is a fuzzy concept that may be counter intuitive as well as confounding to some scholars in terms of the agile strategies' contextual issues. At the same time, the need to be agile is crucial for firms, especially for Multinational Enterprises (MNEs) that operate in culturally different host countries. Thus, a deep understanding of strategic agility is very intriguing for both academics and executives, as several gaps are apparent in the extant literature. In this pape...
1 CitationsSource
Abstract Integrating expatriate staffing and leadership succession literature, this study investigates the influence of expatriate top manager replacement on foreign subsidiary performance and the moderating effects of subsidiary context. Building on a refined understanding of agency theory and evidence from 2113 firm-year observations, including 260 expatriate successions, this study shows that when expatriates are replaced, regardless by whom (either host-country national or expatriate manager...
#1Gaye Karacay (ITU: Istanbul Technical University)H-Index: 2
#2Secil BayraktarH-Index: 1
Last.Ali Dastmalchian (SFU: Simon Fraser University)H-Index: 21
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Abstract This study provides a unique perspective in the field of cross-cultural management by exploring the relationship between “cultural dissonance”—the gap between cultural values and actual practice—and effective leadership attributes in the Middle East and North Africa (MENA) region. Incorporating cultural dissonance into implicit leadership theory, the study uses measurements of dissonance on nine cultural dimensions to identify particular leadership preferences in seven MENA countries. T...
Abstract Global virtual teams (GVTs) operate in a globally dispersed work environment, principally relying on communication and information technologies to achieve work tasks. In this work context, using language effectively is crucial. We utilize the cognitive perspective to explain how foreign language use in a GVT influences individual task performance. This study employs (a) cognitive neuroscience of foreign language processing perspective to explain the relationship between foreign language...
#1Margaret L. Sheng (NTUST: National Taiwan University of Science and Technology)H-Index: 8
Abstract As subsidiaries' cross-border knowledge increases in tacitness, it becomes more difficult for subsidiaries to articulate and for multinational corporations' (MNCs') headquarters to integrate and apply. Herein, dynamic capabilities and social capital theory frame structural and relational social capital as capabilities that improve the productivity of subsidiaries' cross-border knowledge tacitness shared on MNCs' headquarters explorative and exploitative innovation capability. The hypoth...
#1Ernesto Knein (RWTH Aachen University)
#2Andrea Greven (RWTH Aachen University)
Last.Malte Brettel (RWTH Aachen University)H-Index: 29
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Abstract Scholars now recognize coopetition—the joint occurrence of cooperation and competition—between functional units as an important factor for a firm's learning and performance. We know little, however, about the drivers of cross-functional coopetition and in particular the roles of organizational culture and national culture. This study introduces cross-functional coopetition to the international management literature by illuminating the cultural antecedents of cross-functional coopetition...
Top fields of study
Emerging markets
International trade
Multinational corporation
International business