Murat Anil Mercan, Halit Keskin, Ozan Kalaycıoğlu, Doğan Başar
Executive SummaryIn this study, we focus on small and medium enterprise management's motivations for exporting and the effects of the coronavirus disease‐19 (COVID‐19) pandemic on exports. Turkish firms registered as exporter companies in official export unions as of March 2022 were surveyed. A total of 17 questions were included in the survey: seven questions on proactive reasons, six questions on reactive reasons, and four questions regarding the pandemic. One‐way ANOVA was used for analyses. The results suggest that tax benefits are among the most important determinants of exporting for larger companies. Another important reason, according to managers, is that firms can achieve economies of scale through exporting. Additionally, our findings suggest that even if firms seek to take advantage of export opportunities created by the pandemic, exporting does not happen as expected. Our study makes several important contributions to the literature because it is the first to measure the effects of COVID‐19 on exporting from the perspective of managers. Additionally, we investigate the management's motivations for exporting using microdata from Türkiye.Managerial Implications of the StudyThis study shows the importance of the determinants of exports from a managerial perspective. Therefore, our study will be of great help to managers when they decide to start exporting. It also provides them with an opportunity to understand what other managers consider important in exports.Originality/ValueThis study provides information about the effects of the COVID‐19 pandemic on exporting from managers' perspectives and investigates management's motivations for exporting using microdata from Türkiye, which has not been previously studied.
{"title":"Stimuli Behind SMEs' Export Decisions: Evidence From an Emerging Country During the COVID‐19 Pandemic","authors":"Murat Anil Mercan, Halit Keskin, Ozan Kalaycıoğlu, Doğan Başar","doi":"10.1002/tie.22410","DOIUrl":"https://doi.org/10.1002/tie.22410","url":null,"abstract":"Executive SummaryIn this study, we focus on small and medium enterprise management's motivations for exporting and the effects of the coronavirus disease‐19 (COVID‐19) pandemic on exports. Turkish firms registered as exporter companies in official export unions as of March 2022 were surveyed. A total of 17 questions were included in the survey: seven questions on proactive reasons, six questions on reactive reasons, and four questions regarding the pandemic. One‐way ANOVA was used for analyses. The results suggest that tax benefits are among the most important determinants of exporting for larger companies. Another important reason, according to managers, is that firms can achieve economies of scale through exporting. Additionally, our findings suggest that even if firms seek to take advantage of export opportunities created by the pandemic, exporting does not happen as expected. Our study makes several important contributions to the literature because it is the first to measure the effects of COVID‐19 on exporting from the perspective of managers. Additionally, we investigate the management's motivations for exporting using microdata from Türkiye.Managerial Implications of the StudyThis study shows the importance of the determinants of exports from a managerial perspective. Therefore, our study will be of great help to managers when they decide to start exporting. It also provides them with an opportunity to understand what other managers consider important in exports.Originality/ValueThis study provides information about the effects of the COVID‐19 pandemic on exporting from managers' perspectives and investigates management's motivations for exporting using microdata from Türkiye, which has not been previously studied.","PeriodicalId":47515,"journal":{"name":"Thunderbird International Business Review","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222950","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study explores how subnational institutional differences in a large emerging economy—Russia—influence the relationship between research and development (R&D), foreign direct investment (FDI) spillovers, and firm performance. We find that the relationship between R&D and firm performance is positively moderated by subnational institutional development. Furthermore, we find that FDI will more positively moderate the relationship between R&D and firm performance if subnational institutional development is also higher, thus showing that subnational institutional development may foster the positive spillover effect of FDI on local firms.
{"title":"Subnational Institutional Differences and FDI Spillovers Behind the R&D–Performance Relationship in Russia","authors":"Sergey Lebedev, Mike W. Peng","doi":"10.1002/tie.22413","DOIUrl":"https://doi.org/10.1002/tie.22413","url":null,"abstract":"This study explores how subnational institutional differences in a large emerging economy—Russia—influence the relationship between research and development (R&D), foreign direct investment (FDI) spillovers, and firm performance. We find that the relationship between R&D and firm performance is positively moderated by subnational institutional development. Furthermore, we find that FDI will more positively moderate the relationship between R&D and firm performance if subnational institutional development is also higher, thus showing that subnational institutional development may foster the positive spillover effect of FDI on local firms.","PeriodicalId":47515,"journal":{"name":"Thunderbird International Business Review","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Utilizing a panel data set consisting of 144 Middle East and North African (MENA) banks covering the period 2014–2021, this study (a) explores the correlation between CEO narcissism and insolvency risk (risk‐taking) and (b) investigates whether certain CEO attributes can moderate this association. We identify a significant positive relationship between CEO narcissism and insolvency risk, shedding light on the dark side of CEO narcissism as elucidated within the upper echelons theory. Furthermore, our findings indicate that the presence of returnee CEOs or politically connected CEOs strengthens the aforementioned relationship by increasing the likelihood of narcissistic CEOs contributing to amplify insolvency risk.
{"title":"Trapped in Grandiosity? Narcissistic CEOs and Risk‐Taking in MENA Banks: The Moderating Effect of CEO Attributes","authors":"Imen Khanchel, Naima Lassoued, Sondes Ferchichi","doi":"10.1002/tie.22406","DOIUrl":"https://doi.org/10.1002/tie.22406","url":null,"abstract":"Utilizing a panel data set consisting of 144 Middle East and North African (MENA) banks covering the period 2014–2021, this study (a) explores the correlation between CEO narcissism and insolvency risk (risk‐taking) and (b) investigates whether certain CEO attributes can moderate this association. We identify a significant positive relationship between CEO narcissism and insolvency risk, shedding light on the dark side of CEO narcissism as elucidated within the upper echelons theory. Furthermore, our findings indicate that the presence of returnee CEOs or politically connected CEOs strengthens the aforementioned relationship by increasing the likelihood of narcissistic CEOs contributing to amplify insolvency risk.","PeriodicalId":47515,"journal":{"name":"Thunderbird International Business Review","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222965","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Entering a foreign market entails making the important mode decision of how to operate there. But the initial mode choice is not always forever and may be reassessed as business circumstances change. The mode shifting process—that is, how switches from one mode to another unfold—has scarcely been described, so we lack a systematic outline of this process. In this article, we take a first step toward such an outline. Adopting the established distinction between the formation and implementation phases of strategy making and execution, we describe the critical strategic decisions managers need to make about how to carry out a mode switch. Regarding the formation phases, we discuss the identification and consideration of entry mode switches as viable options, and whether companies plan or not for such shifts. Regarding the implementation phases, we differentiate between the integrating and collaborating decisions that define the type of switches made by companies.
{"title":"Making Switches: Key Strategic Decisions When Moving From a Local, Independent Operator to a Wholly Owned Subsidiary","authors":"Bent Petersen, Gabriel R. G. Benito","doi":"10.1002/tie.22405","DOIUrl":"10.1002/tie.22405","url":null,"abstract":"<p>Entering a foreign market entails making the important mode decision of how to operate there. But the initial mode choice is not always forever and may be reassessed as business circumstances change. The mode shifting process<i>—</i>that is, how switches from one mode to another unfold—has scarcely been described, so we lack a systematic outline of this process. In this article, we take a first step toward such an outline. Adopting the established distinction between the formation and implementation phases of strategy making and execution, we describe the critical strategic decisions managers need to make about how to carry out a mode switch. Regarding the formation phases, we discuss the identification and consideration of entry mode switches as viable options, and whether companies plan or not for such shifts. Regarding the implementation phases, we differentiate between the integrating and collaborating decisions that define the type of switches made by companies.</p>","PeriodicalId":47515,"journal":{"name":"Thunderbird International Business Review","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/tie.22405","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}