Thunderbird International Business Review最新文献

Despite the growing media coverage and rising unfavorable views of emerging economic powers in the West, we know relatively little about the media's effect on these negative sentiments and their implications for emerging multinational enterprises (EMNEs). Drawing on interdisciplinary insights from international business, psychology, politics, and communications, this study develops a theoretical framework to explore the relationship between media and animosity and to investigate the impact of animosity on the attractiveness of EMNEs. We test our theoretical claims in the context of China and the Netherlands, offering theoretical implications for IB research and managerial implications for Chinese firms and policymakers amid the current West–China confrontational dynamics. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) on data collected through a survey, this study finds that media salience is not directly associated with the attractiveness of Chinese firms operating in the Netherlands. However, it is indirectly related to attractiveness through animosity. Additionally, this study reveals the multidimensional nature of animosity by investigating its two distinct yet interconnected components: cognitive and affective elements. It shows that these elements influence each other in a sequence.

In recent years, the global economy has been marked by both challenges and opportunities, shaped by significant antiglobalization events such as the 2016 BREXIT vote and the ongoing US-China trade conflict, which have had far-reaching consequences. Given Africa's vulnerability to external influences, this study is conducted for two reasons: first, to explore the unconditional impact of antiglobalization on Africa's structural transformation, and second, to analyze the conditional effects of human capital development on the continent's structural transformation. In this study, antiglobalization is examined in the context of its risks to the economic, political, social, and financial dimensions of globalization. These risks were quantified with standard errors obtained from first-order autoregressive processes of respective globalization proxies. The analysis focuses on 48 African countries, utilizing data from 2010 to 2022. The fixed effects regression, Driscoll–Kraay fixed effects standard error regression, and the bias-corrected least squares dummy variable (LSDV) were adopted as estimation techniques, with the third serving as a robustness check. The study finds that human capital development positively moderates the negative unconditional impact of antiglobalization on Africa's structural transformation. Critical levels of human capital development for such moderation are provided. Other findings from the study and their associated policy recommendations are discussed in line with the 2063 African Union's agenda and the United Nations' sustainable development goals (SDGs).

Thriving entrepreneurial ecosystems (EEs) are instrumental in new enterprise creation and growth, as they provide vital support for entrepreneurial activity. However, as this support may be context-specific, the existing literature has yet to capture the contextual factors that shape the contributions of EEs. To address this inertia, a fuzzy analytical hierarchy process (FAHP) is employed, which examines the influence of ecosystem factors on new venture development in two key MENA countries, namely Algeria and Saudi Arabia. The findings indicate that physical, commercial, and legal infrastructure are important factors for EEs in both countries. Nevertheless, there are intriguing differences in the relative importance of other factors. The salient implications of the results are discussed.

As globalization has matured, the world has faced deepening interdependencies and increasing geo-economic instability. In response, nation-states have adopted more assertive approaches, including new industrial policies, global protectionism, and tit-for-tat strategies to reshape global power dynamics. This paper argues that firms can serve as a “political force for good” in this evolving landscape. By embracing Corporate Political Responsibility and Corporate Diplomacy, companies can engage proactively with social stakeholders and policymakers to pursue balanced, well-being-enhancing outcomes. The paper explores how firms, particularly in economic-industrial and geoeconomic spheres, may address the challenges of multipolar globalization by assuming state-like roles—providing public goods—and collaborating with governments to shape regulation, build resilience, and mitigate global conflicts. The conclusion offers practical recommendations and reflects on the study's limitations, suggesting directions for future research in international business.

The sharing economy initially aimed to disrupt traditional financial and ownership business models by creating a new operating logic. However, it has since evolved to resemble the very institutions it sought to challenge. This paper examines the transformation of the sharing economy through the lens of institutionalization, focusing on how its business models have transformed from their original ambitions. The paper theorizes that endogenous mechanisms drive business model content changes, while exogenous ones reshape business model structure and governance. The concept of digital institutionalization is introduced to describe how these mechanisms led the sharing economy to conform to traditional practices. This paper contributes to past research by integrating institutional theory with business model studies and offering insights into the creation and breakdown of new institutional attempts related to digitalization.

Platform-enabled innovation has come to dominate contemporary discourse on digital sustainability initiatives in emerging markets. Rather than offering a celebratory account of this new turn, this research explores how a digital platform initiative pioneered by Ant Forest leverages a gamified reward system to mobilize emotional incentives, platform integration, and social participation to cultivate what we term “digital green citizenry.” Incentivizing millions of users in China to engage in low-carbon behaviors—such as walking and making digital payments, we unpack how Ant Forest's dual incentive model—combining habit formation with emotional fulfillment—has enabled the integration of sustainability into users' everyday routines. Explicating a culturally grounded transferable framework for digital sustainability, we theorize how platform strategies could be aligned with environmental responsibility and ecological incentives in diverse sociotechnical environments to support digital sustainability.

Effectively evaluating and selecting foreign markets is essential for successful internationalization. Traditional International Market Selection (IMS) frameworks typically follow a linear, sequential process: identifying motives, selecting markets, and subsequently determining entry modes. However, such sequential frameworks inadequately account for today's dynamic global market conditions, often resulting in firms entering appropriate markets via an unsuitable entry mode—termed herein as Type III error. Addressing this dangerous error, our study proposes a novel IMS approach that simultaneously integrates market attractiveness and considerations of the suitability of the entry mode selected. Using a dual-criteria ranking method combined with a 45° line analysis, we evaluate 86 prospective international markets across 30 variables. This approach enables firms to align market selection and entry mode decisions from the outset and responds directly to recent research emphasizing their interdependent nature. Our findings reveal that not all markets are analogous, that is, equally attractive for export and FDI, and that some markets are quite distinct, requiring specific entry modes. By adopting this integrated, flexible framework, firms can make more nuanced, strategically coherent internationalization decisions, minimizing risks associated with entry mode misalignment and enhancing their global strategic effectiveness.