Configurations of home-country experience, leapfrog strategy, and management team composition for acceleration of international expansion: Evidence from Asian multinational enterprises

Published on Jul 17, 2019in Asia Pacific Journal of Management2.74
· DOI :10.1007/s10490-019-09679-9
Wein-Hong Chen (NDHU: National Dong Hwa University), Yi-Yuan Liu (OIT: Oriental Institute of Technology)
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Published on Jun 1, 2018in Asia Pacific Journal of Management2.74
Ming Pu1
Estimated H-index: 1
(Harbin University of Science and Technology),
Pek-Hooi Soh13
Estimated H-index: 13
(SFU: Simon Fraser University)
We investigate how subsidiaries exploit the knowledge flows embedded in internal and external networks and support their development in terms of scope (breadth of functional operations) and competence (ability to perform specific activities). We argue that individual subsidiaries have different organizational learning processes, which would influence the way subsidiaries evolve and manage multiple sources of knowledge and adapt their knowledge structure and routines systematically for subsidiary...
Published on Dec 1, 2017in Asia Pacific Journal of Management2.74
Jane Lu1
Estimated H-index: 1
(University of Melbourne),
Xufei Ma14
Estimated H-index: 14
(CUHK: The Chinese University of Hong Kong)
+ 1 AuthorsYue Wang7
Estimated H-index: 7
(Macquarie University)
In the past decade, there has been a large number of studies on how firms from the fast developing Asia-Pacific region initiate and manage their international business expansions, leading to an emerging area of research which could be labeled as dragon multinationals research. To illustrate how we can move dragon multinationals research forward, in this editorial we first expand John Mathews’ linkage-leverage-learning (LLL) model to an extended framework of inward linkages-outward linkages-lever...
Published on Dec 1, 2017in Asia Pacific Journal of Management2.74
Shih-Chang Hung9
Estimated H-index: 9
(NTHU: National Tsing Hua University),
Yung-Ching Tseng1
Estimated H-index: 1
(YZU: Yuan Ze University)
Abstract Mathews (Asia Pacific Journal of Management, 23(1): 5–27, 2006) argues for the importance of latecomer firms undertaking international expansion through the three pillars of resource linkage, leverage, and learning (LLL). We argue that these pillars can be discussed in terms of an institutional framework that explains how institutions shape resource access and economic actions. Despite their lack of capabilities vis-a-vis established multinationals, latecomers are not passive observers ...
Published on Dec 1, 2017in Asia Pacific Journal of Management2.74
Pradeep Kanta Ray6
Estimated H-index: 6
(UNSW: University of New South Wales),
Sangeeta Ray5
Estimated H-index: 5
(USYD: University of Sydney),
Vikas Kumar29
Estimated H-index: 29
(USYD: University of Sydney)
This study tests the prescience of John Mathews’ linkage-leverage-learning (LLL) model to explain internationalization by latecomer firms (LFs)—set in an evolutionary backdrop. The hypothesis harbored in this study is that while LLL explains how LFs initially compete in international markets, it is autonomous learning, independent of LLL that is crucial to internationalization. We used panel data from 1994 to 2012 with 821 observations from 69 firms and performed multiple econometric analyses to...
Published on Jul 1, 2017in Journal of Management & Organization1.02
Peng-Yu Li1
Estimated H-index: 1
(FJU: Fu Jen Catholic University)
This paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as exa...
Published on Dec 1, 2016in Management International Review2.69
Martin Johanson13
Estimated H-index: 13
(Mid Sweden University),
Igor Kalinic1
Estimated H-index: 1
(University of Leeds)
By adopting a processual and dynamic view on internationalization, we develop the concepts of acceleration and deceleration, providing analytical tools to enhance our understanding of the non-linearity and multidimensionality of internationalization. We argue that acceleration and deceleration are embedded in the internationalization process and are a consequence of the firm’s capability to absorb and integrate acquired knowledge, and to find and exploit opportunities. In addition, we advance th...
Published on Apr 1, 2016in Journal of World Business5.79
Manish Popli5
Estimated H-index: 5
(IIMA: Indian Institute of Management Ahmedabad),
Mohammad Akbar4
Estimated H-index: 4
(IIMA: Indian Institute of Management Ahmedabad)
+ 1 AuthorsAjai S. Gaur29
Estimated H-index: 29
(RU: Rutgers University)
Cultural distance is one of the most widely used distance construct in international business. However, scholars have long questioned the notion that cultural distance has a homogenous impact on organizational actions and performance. We redress this by examining how the relationship between cultural differences and deal abandonment in cross-border acquisitions is contingent on firm-level cultural experience reserve and industry affiliation. Drawing on the organizational learning theory and cult...
Published on Feb 1, 2016in Academy of Management Journal7.19
Joanna Tochman Campbell10
Estimated H-index: 10
(UC: University of Cincinnati),
David G. Sirmon24
Estimated H-index: 24
(UW: University of Washington),
Mario Schijven9
Estimated H-index: 9
(UIUC: University of Illinois at Urbana–Champaign)
Prior research on mergers and acquisitions (M&As) has substantially advanced our understanding of how isolated acquirer- and deal-specific factors affect abnormal stock returns. However, investors are likely to perceive and evaluate M&As holistically—that is, as complex configurations (i.e., gestalts) of characteristics, rather than as a list of independent factors. And, yet, extant M&A literature has not addressed why and how configurations of factors elicit positive or negative reactions. Over...
Published on Jan 1, 2016in Journal of Applied Psychology5.07
Jaclyn Koopmann4
Estimated H-index: 4
(AU: Auburn University),
Klodiana Lanaj12
Estimated H-index: 12
(UF: University of Florida)
+ 2 AuthorsJunqi Shi2
Estimated H-index: 2
(ZJU: Zhejiang University)
The teams literature suggests that team tenure improves team psychological safety climate and climate strength in a linear fashion, but the empirical findings to date have been mixed. Alternatively, theories of group formation suggest that new and longer tenured teams experience greater team psychological safety climate than moderately tenured teams. Adopting this second perspective, we used a sample of 115 research and development teams and found that team tenure had a curvilinear relationship ...
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