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Emerging multinationals venturing into developed economies: Implications for learning, unlearning and entrepreneurial capability.

Published on Sep 1, 2011in Journal of Management Inquiry 1.99
· DOI :10.1177/1056492611408266
Shaker A. Zahra84
Estimated H-index: 84
,
Sondos Gamal Abdelgawad3
Estimated H-index: 3
(Ramon Llull University),
Eric Wk Tsang2
Estimated H-index: 2
(University of Texas at Austin)
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Abstract
The entry of young and aggressive multinational corporations from emerging economies into developed countries’ markets is an important trend that promises to shape the global competitive landscape. Brazilian, Chinese, and Indian multinationals typify this growing trend. The individual and collective experiences of these multinationals provide an interesting context in which organizational unlearning becomes a means for inducing multifaceted learning that enables these companies to develop and exploit their entrepreneurial capabilities. In this article, the authors discuss the challenges associated with unlearning and how it sets the stage for learning and exercise of entrepreneurial capability for competitive advantage. The authors also identify important research questions that deserve exploration.
  • References (18)
  • Citations (49)
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References18
Newest
Published on Sep 1, 2011in Journal of Management Inquiry 1.99
Pablo Martin de Holan11
Estimated H-index: 11
(IE University)
This paper studies the different mechanism used in organizations to enact voluntary organizational forgetting. Based on a literature review, previous and original research, four main mechanisms are identified: assets and technologies, routines and procedures, structure and understandings. Each mechanism is discussed and implications are drawn for future research.
Published on Nov 1, 2004in Management Science 4.22
Pablo Martin de Holan11
Estimated H-index: 11
(INCAE Business School),
Nelson Phillips47
Estimated H-index: 47
(Imperial College London)
How organizations create, transfer, and retain knowledge has been the focus of intensive investigation by management researchers. However, one aspect of the dynamics of knowledge--organizational forgetting--has received comparatively little attention. In this paper, we draw on an exploratory, multiple-case study of learning in international strategic alliances to explore how and why organizations forget. Based on our case study, we develop a theory of organizational forgetting, discuss the role ...
Published on Apr 1, 2003in Academy of Management Review 10.63
Mike W. Peng60
Estimated H-index: 60
(OSU: Ohio State University)
How do organizations make strategic choices during the time of fundamental institutional transitions such as those sweeping numerous emerging economies? To answer this question, a two-phase model of institutional transitions is developed in this article. I focus on the longitudinal process to move from a relationship-based, personalized transaction structure calling for a network-centered strategy to a rule-based, impersonal exchange regime suggesting a market-centered strategy. I then identify ...
Published on Jan 1, 2002in Organization Science 3.26
Yadong Luo64
Estimated H-index: 64
This study examines environmental and organizational factors that influence a multinational enterprise's (MNE's) capability exploitation and building in a complex foreign market. Analysis of data from 167 MNE subunits in the People's Republic of China suggests that capability exploitation and capability building are inversely associated with environmental complexity and industrial uncertainty. Business cultural specificity impedes capability exploitation but not capability building. While capabi...
Published on Oct 1, 2000in Academy of Management Journal 7.19
Shaker A. Zahra84
Estimated H-index: 84
(GSU: Georgia State University),
R. Duane Ireland60
Estimated H-index: 60
(UR: University of Richmond),
Michael A. Hitt95
Estimated H-index: 95
(ASU: Arizona State University)
An increasing number of new venture firms are internationalizing their business operations early in their life cycles. Previous explanations of this trend have focused on the importance of technological knowledge, skills, and resources for new ventures' international expansion. However, little is known about how these firms use the technological learning gained through internationalization. This study examined the effects of international expansion, as measured by international diversity and mod...
Published on Jun 1, 2000in Academy of Management Journal 7.19
Robert E. Hoskisson58
Estimated H-index: 58
(OU: University of Oklahoma),
Lorraine Eden31
Estimated H-index: 31
(A&M: Texas A&M University)
+ 1 AuthorsMike Wright97
Estimated H-index: 97
(University of Nottingham)
Emerging economies are low-income, rapid-growth countries using economic liberalization as their primary engine of growth. They fall into two groups: developing countries in Asia, Latin America, Africa, and the Middle East and transition economies in the former Soviet Union and China. Private and public enterprises have had to develop unique strategies to cope with the broad scope and rapidity of economic and political change in emerging economies. This Special Research Forum on Emerging Economi...
Published on Jan 1, 1999
Karl P. Sauvant18
Estimated H-index: 18
Published on Jan 1, 1999
Linda Argote37
Estimated H-index: 37
From the Publisher: Organizational Learning: Creating, Retaining and Transferring Knowledge describes and integrates the results of research on factors explaining organizational learning curves and the persistence and transfer of productivity gains acquired through experience. Chapter One provides an overview of research on organizational learning curves. Chapter Two introduces the concept of organizational 'forgetting' or knowledge depreciation. Chapter Three discusses the concept of organizati...
Published on Jul 1, 1996in Journal of Political Economy 6.34
Rafael La Porta38
Estimated H-index: 38
(NBER: National Bureau of Economic Research),
Florencio Lopez-de-Silanes42
Estimated H-index: 42
(U of C: University of Chicago)
+ 1 AuthorsRobert W. Vishny60
Estimated H-index: 60
(U of C: University of Chicago)
This paper examines legal rules covering protection of corporate shareholders and creditors, the origin of these rules, and the quality of their enforcement in 49 countries. The results show that common law countries generally have the best, and French civil law countries the worst, legal protections of investors, with German and Scandinavian civil law countries located in the middle. We also find that concentration of ownership of shares in the largest public companies is negatively related to ...
Published on Jun 1, 1995in Organization Science 3.26
James P. Walsh29
Estimated H-index: 29
(UM: University of Michigan)
The study of cognition in organizations has burgeoned in recent years. Top-down information processing theory suggests that individuals create knowledge structures to help them process information and make decisions. While the benefits of employing such knowledge structures are widely noted, there is a growing concern that they can limit decision makers' abilities to understand their information environments and thus, compromise their decision making. This issue has captured the imagination of m...
Cited By49
Newest
Aurik Gustomo2
Estimated H-index: 2
(ITB: Bandung Institute of Technology),
Astri Ghina3
Estimated H-index: 3
(Telkom University)
+ -3 AuthorsSri Herliana3
Estimated H-index: 3
(ITB: Bandung Institute of Technology)
Published on Aug 2, 2018in The Multinational Business Review
Juan Cepeda (UdeA: University of Antioquia), Jose Arias-Pérez3
Estimated H-index: 3
(UdeA: University of Antioquia)
Purpose Currently, it is commonly accepted that information technology capabilities (ITC) positively influence organizational agility. Nevertheless, studies have recently started to demonstrate that different organizational factors mediate this relation under the controvertible assumption that companies are capable of responding quickly to market changes using their IT in combination with other internal resources. Therefore, companies have given very little attention to collaborative work with e...
Published on Apr 1, 2019in Business Horizons 2.83
Adrian Klammer1
Estimated H-index: 1
(University of Liechtenstein),
Thomas Grisold (University of Liechtenstein), Stefan Gueldenberg2
Estimated H-index: 2
(University of Liechtenstein)
Abstract Individuals and organizations cannot learn perpetually. Managers should be aware that unlearning becomes necessary to discard obsolete and outdated mental models, assumptions, behaviors, or routines. We investigated new product development teams and interviewed change consultants to explore the phenomenon of unlearning in real-life contexts. We particularly focus on examples of cases in which these steps have been used and implemented successfully. In order to make room for new knowledg...
Published on Oct 15, 2018in Journal of Knowledge Management 4.60
Adrian Klammer1
Estimated H-index: 1
(University of Liechtenstein),
Stefan Gueldenberg2
Estimated H-index: 2
(University of Liechtenstein)
Purpose Although still under-researched and characterized by a fragmented understanding, unlearning and forgetting have recently received increased scholarly attention. The purpose of this systematic literature review is to survey and evaluate key works in the field of organizational unlearning and forgetting. Through analyzing and synthesizing common themes, this paper aims to highlight research gaps and avenues for future research. Design/methodology/approach This paper follows a systematic ap...
Published on Jun 1, 2019in International Business Review 3.64
Sílvio Luís de Vasconcellos1
Estimated H-index: 1
,
Ivan Lapuente Garrido3
Estimated H-index: 3
(Universidade do Vale do Rio dos Sinos),
Ronaldo Parente14
Estimated H-index: 14
(FIU: Florida International University)
Abstract We aim to elucidate the roles that organizational creativity plays in the development of firms’ international business competence (IBC). We conducted an investigation grounded in the resource-based view of how this intangible resource supports the development of capabilities and competences. We surveyed 77 Brazilian audiovisual SMEs and analyzed our data using OLS regression analysis. The results partially support the hypothesis that organizational creativity is a building block for IBC...
Published on May 28, 2017in European Management Review 1.60
Makoto Matsuo6
Estimated H-index: 6
(Hokkaido University)
Although the abilities of executive officers to unlearn may have a significant impact on organizational unlearning, few studies have investigated the individual unlearning transition. The goal of this study was to examine the managerial unlearning process upon promotion from senior manager to executive officer, based on the upper echelons perspective and leadership pipeline model. Analyses of interview data with 46 executive officers at medium and large-sized Japanese firms indicated that they u...
Published on Jan 14, 2019in Management Decision 1.96
Runping Guo1
Estimated H-index: 1
(JLU: Jilin University)
Purpose Innovation strategy is critical for firms to achieve success in the market. However, relatively little is known about what factors promote the development of innovation strategy in high-tech new ventures. The purpose of this paper is to address this gap by developing and examining the theoretical model that links effectuation to innovation strategy through opportunity shaping in high-tech new ventures. Design/methodology/approach The proposed theoretical model is developed by integrating...
Published on Jan 7, 2019in Baltic Journal of Management 1.47
Xiangyang Wang (JLU: Jilin University), Ying Qi (JLU: Jilin University), Yingxin Zhao (Changchun University)
Purpose The purpose of this paper is to explore the relationship between unlearning and strategic flexibility from the down-up change perspective. Design/methodology/approach Drawing on the routine-updating process, this study builds a theoretical model and examines it using survey data from 233 firms in China. Findings Unlearning is the enabler to strategic flexibility. Specifically, individual unlearning and organizational unlearning both have positive effects on strategic flexibility. Organiz...