Global Strategy Journal最新文献_第4页

Thank You to Referees 谢谢裁判

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-11-20 DOI: 10.1002/gsj.1470

引用次数: 0

Digitalization of cross-border R&D alliances: Configurational insights and cognitive digitalization biases 跨国研发联盟的数字化:配置洞察与认知数字化偏差

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-11-03 DOI: 10.1002/gsj.1469

Ricarda B. Bouncken, Viktor Fredrich, Noemi Sinkovics, Rudolf R. Sinkovics

Research Summary

Firms implement digital technology for improving coordination and communication in cross-border R&D alliances. However, there is great ambivalence regarding how digitalization influences cross-border knowledge transfers. Our analysis clarifies some of this ambivalence by providing different configurations of absorptive capacity in cross-border R&D alliances. The fuzzy-set qualitative comparative analysis (fsQCA) reveals only low absorptive capacity achievement in most configurations of digital technology implementation. The findings indicate effects of cognitive digitalization biases, under which firms take the benefits of digital technology for granted while ignoring deep-level challenges rooted in the contextuality of international ties. However, high absorptive capacity is achievable when (1) allying with bigger and younger partners, (2) under technological similarity, and (3) coping with the associated digitalization biases.

Managerial Summary

Firms are eager to grasp the potential of digital technology. Within R&D alliances, digital technology is deemed to facilitate better coordination and communication. However, advantages from digital transformation are not always realized, as firms may overestimate the ease and usability of the underpinning technologies. We find that learning and understanding of partner knowledge is improved when R&D partnerships are forged between bigger and smaller partners, when partners feature technological similarities and both parties are similarly minded regarding technologies and do not take technology advantages for granted.

企业运用数字技术来改善跨国研发联盟中的协调和沟通。然而，关于数字化如何影响跨境知识转移，存在很大的矛盾心理。我们的分析通过提供跨境研发联盟吸收能力的不同配置来澄清这种矛盾心理。模糊集定性比较分析(fsQCA)表明，大多数数字技术实施配置的吸收能力都很低。研究结果表明了认知数字化偏见的影响，在这种偏见下，企业将数字技术的好处视为理所当然，而忽视了植根于国际关系背景的深层次挑战。然而，当(1)与更大、更年轻的合作伙伴结盟时，(2)在技术相似的情况下，(3)应对相关的数字化偏见时，高吸收能力是可以实现的。企业渴望掌握数字技术的潜力。在研发联盟中，数字技术被认为可以促进更好的协调和沟通。然而，数字化转型的优势并不总是被实现，因为企业可能高估了基础技术的易用性和可用性。我们发现，当大型和小型合作伙伴之间建立研发伙伴关系时，当合作伙伴具有技术相似性并且双方对技术的看法相似并且不认为技术优势是理所当然的时候，对合作伙伴知识的学习和理解就会得到改善。

{"title":"Digitalization of cross-border R&D alliances: Configurational insights and cognitive digitalization biases","authors":"Ricarda B. Bouncken, Viktor Fredrich, Noemi Sinkovics, Rudolf R. Sinkovics","doi":"10.1002/gsj.1469","DOIUrl":"10.1002/gsj.1469","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Firms implement digital technology for improving coordination and communication in cross-border R&D alliances. However, there is great ambivalence regarding how digitalization influences cross-border knowledge transfers. Our analysis clarifies some of this ambivalence by providing different configurations of absorptive capacity in cross-border R&D alliances. The fuzzy-set qualitative comparative analysis (fsQCA) reveals only low absorptive capacity achievement in most configurations of digital technology implementation. The findings indicate effects of cognitive digitalization biases, under which firms take the benefits of digital technology for granted while ignoring deep-level challenges rooted in the contextuality of international ties. However, high absorptive capacity is achievable when (1) allying with bigger and younger partners, (2) under technological similarity, and (3) coping with the associated digitalization biases.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Firms are eager to grasp the potential of digital technology. Within R&D alliances, digital technology is deemed to facilitate better coordination and communication. However, advantages from digital transformation are not always realized, as firms may overestimate the ease and usability of the underpinning technologies. We find that learning and understanding of partner knowledge is improved when R&D partnerships are forged between bigger and smaller partners, when partners feature technological similarities and both parties are similarly minded regarding technologies and do not take technology advantages for granted.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 2","pages":"281-314"},"PeriodicalIF":7.6,"publicationDate":"2022-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1469","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42579710","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 12

Board of director effectiveness and informal institutions: A meta-analysis 董事会效率与非正式制度：元分析

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-11-01 DOI: 10.1002/gsj.1468

Angelo M. Solarino, Brian K. Boyd

Research Summary

Board independence is central to corporate governance. Numerous theories espouse the value of the monitoring and advice provided by outside board members, and governance codes worldwide call for boards with more independent directors and for separating the roles of chief executive officer and chairman. However, neither original studies nor meta-analyses have found a substantial link between board independence and firm performance. We adopt an institutional logic perspective to argue that the relations between board independence and firm performance is moderated by the institutions of a country. Our analyses find that the strength of the informal institutions is a more important moderator than that of formal institutions. We employ country-level institutional moderators and apply meta-regression to a sample of 86 articles encompassing 40 nations. We offer suggestions for future governance research.

Managerial Summary

Board independence is widely considered to be a hallmark of good governance. However, prior research has been unable to connect independence with a firm's financial performance. We provide practical advice by demonstrating how national institutions shape the consequences of an independent board. Using a multi-country sample, we show that the effectiveness of the corporate governance practices, such as board independence, depends on the strength of the local institutions and that the strength of the informal institutions is more important in explaining the effectiveness of the board than the strengths of the formal institutions. Stronger informal institutions strengthen the board independence- firm performance relationship. We discuss the implication of our findings.

董事会的独立性是公司治理的核心。许多理论支持外部董事会成员提供的监督和建议的价值，世界各地的治理准则呼吁董事会拥有更多的独立董事，并将首席执行官和董事长的角色分开。然而，无论是原始研究还是荟萃分析都没有发现董事会独立性与公司绩效之间存在实质性联系。我们采用制度逻辑的视角来论证董事会独立性与公司绩效之间的关系受到国家制度的调节。我们的分析发现，非正式制度的力量比正式制度的力量更能起到调节作用。我们聘请了国家级的制度调节者，并对涵盖40个国家的86篇文章的样本进行了元回归。并对未来的治理研究提出了建议。管理总结委员会的独立性被广泛认为是良好治理的标志。然而，先前的研究无法将独立性与公司的财务绩效联系起来。我们通过展示国家机构如何塑造独立董事会的后果，提供切实可行的建议。通过使用多国样本，我们发现公司治理实践(如董事会独立性)的有效性取决于当地机构的实力，并且在解释董事会有效性方面，非正式机构的实力比正式机构的实力更重要。更强的非正式制度强化了董事会独立性与公司绩效的关系。我们讨论了我们的发现的含义。

{"title":"Board of director effectiveness and informal institutions: A meta-analysis","authors":"Angelo M. Solarino, Brian K. Boyd","doi":"10.1002/gsj.1468","DOIUrl":"10.1002/gsj.1468","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Board independence is central to corporate governance. Numerous theories espouse the value of the monitoring and advice provided by outside board members, and governance codes worldwide call for boards with more independent directors and for separating the roles of chief executive officer and chairman. However, neither original studies nor meta-analyses have found a substantial link between board independence and firm performance. We adopt an institutional logic perspective to argue that the relations between board independence and firm performance is moderated by the institutions of a country. Our analyses find that the strength of the informal institutions is a more important moderator than that of formal institutions. We employ country-level institutional moderators and apply meta-regression to a sample of 86 articles encompassing 40 nations. We offer suggestions for future governance research.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Board independence is widely considered to be a hallmark of good governance. However, prior research has been unable to connect independence with a firm's financial performance. We provide practical advice by demonstrating how national institutions shape the consequences of an independent board. Using a multi-country sample, we show that the effectiveness of the corporate governance practices, such as board independence, depends on the strength of the local institutions and that the strength of the informal institutions is more important in explaining the effectiveness of the board than the strengths of the formal institutions. Stronger informal institutions strengthen the board independence- firm performance relationship. We discuss the implication of our findings.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 1","pages":"58-89"},"PeriodicalIF":7.6,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1468","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45370471","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Resource dependence theory in international business: Progress and prospects 国际商务中的资源依赖理论:进展与展望

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-10-17 DOI: 10.1002/gsj.1467

Han Jiang, Yadong Luo, Jun Xia, Michael Hitt, Jia Shen

Research Summary

Resource dependence theory (RDT) has been widely applied in the context of international business (IB) over the past four decades. This study reviews and synthesizes the insights of RDT in IB literature accumulated over the past 40 years and derives an integrative addendum for future research. We highlight three critical dependence dimensions (i.e., locational, interorganizational, and intraorganizational dependencies) and three essential RDT themes (i.e., dependence solutions, dependence-managing outcomes, and macro environmental conditions of RDT) in the IB context. Our review concludes that the IB literature has reached a good level of conceptual and empirical consensus concerning how multinational corporations (MNCs) take a large array of resource dependence actions and manage their resource dependence in various situations. We also find a strong need for further extension of RDT in IB research, offering suggestions for future research, including additional theoretical integration, underlying processes, and new dynamics that change the course of cross-border interdependencies under the new global reality.

Managerial Summary

This study systematically reviews the stock of knowledge over the past 40 years on how the logic of resource dependencies unfolds in IB practices (e.g., cross-border M&As, alliances and joint ventures, global supply chains, corporate political strategies, headquarters-subsidiary relationships, and upper-echelon decisions). Our findings and conclusions offer a decision roadmap for IB practitioners to assess various resource dependence situations with external and internal stakeholders in IB operations and to effectively manage such interdependencies. We also elaborate on the important implications of MNCs' strategies for effectively managing their resource dependencies in international exchanges in the modern world, which is characterized by the coexistence of trends leading of both globalization and de-globalization.

在过去的四十年里，资源依赖理论在国际商务中得到了广泛的应用。本研究回顾并综合了过去40年IB文献中RDT的见解，并为未来的研究提供了一个综合的补充。我们强调了IB背景下三个关键的依赖维度(即，位置，组织间和组织内依赖)和三个基本的RDT主题(即依赖解决方案，依赖管理结果和RDT的宏观环境条件)。我们的综述得出的结论是，IB文献已经就跨国公司(MNCs)如何在各种情况下采取大量资源依赖行动并管理其资源依赖达成了良好的概念和实证共识。我们还发现了在IB研究中进一步扩展RDT的强烈需求，并为未来的研究提供了建议，包括额外的理论整合、潜在过程和在新的全球现实下改变跨境相互依赖过程的新动态。本研究系统地回顾了过去40年来关于资源依赖逻辑如何在IB实践中展开的知识储备(例如，跨境并购、联盟和合资企业、全球供应链、企业政治战略、总部-子公司关系和高层决策)。我们的发现和结论为IB从业者提供了一个决策路线图，以评估IB运营中与外部和内部利益相关者的各种资源依赖情况，并有效地管理这种相互依赖关系。我们还详细阐述了跨国公司在现代世界国际交往中有效管理其资源依赖的战略的重要意义，现代世界的特点是全球化和去全球化趋势并存。

{"title":"Resource dependence theory in international business: Progress and prospects","authors":"Han Jiang, Yadong Luo, Jun Xia, Michael Hitt, Jia Shen","doi":"10.1002/gsj.1467","DOIUrl":"10.1002/gsj.1467","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Resource dependence theory (RDT) has been widely applied in the context of international business (IB) over the past four decades. This study reviews and synthesizes the insights of RDT in IB literature accumulated over the past 40 years and derives an integrative addendum for future research. We highlight three critical dependence dimensions (i.e., locational, interorganizational, and intraorganizational dependencies) and three essential RDT themes (i.e., dependence solutions, dependence-managing outcomes, and macro environmental conditions of RDT) in the IB context. Our review concludes that the IB literature has reached a good level of conceptual and empirical consensus concerning how multinational corporations (MNCs) take a large array of resource dependence actions and manage their resource dependence in various situations. We also find a strong need for further extension of RDT in IB research, offering suggestions for future research, including additional theoretical integration, underlying processes, and new dynamics that change the course of cross-border interdependencies under the new global reality.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>This study systematically reviews the stock of knowledge over the past 40 years on how the logic of resource dependencies unfolds in IB practices (e.g., cross-border M&As, alliances and joint ventures, global supply chains, corporate political strategies, headquarters-subsidiary relationships, and upper-echelon decisions). Our findings and conclusions offer a decision roadmap for IB practitioners to assess various resource dependence situations with external and internal stakeholders in IB operations and to effectively manage such interdependencies. We also elaborate on the important implications of MNCs' strategies for effectively managing their resource dependencies in international exchanges in the modern world, which is characterized by the coexistence of trends leading of both globalization and de-globalization.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 1","pages":"3-57"},"PeriodicalIF":7.6,"publicationDate":"2022-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45972821","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 7

International environmental complexity and the demand for generalists and specialists in executive selection 国际环境的复杂性和对多面手和管理人员选择专家的需求

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-10-14 DOI: 10.1002/gsj.1463

Tommaso Vallone, Stefano Elia, Peder Greve

Research Summary

This study investigates the selection of generalists and specialists as an organizational response to the complexity of firms' international operations. Drawing on the concept of executive job demands, we identify institutional ambiguity and economic sophistication as two distinct sources of country environmental complexity resulting from a firm's foreign investment and predict how they affect the selection of new executives at multinational firms. Our hypotheses associate institutional ambiguity and economic sophistication with the appointment of executives with generalist and specialist backgrounds, respectively. We also examine how the two sources of environmental complexity interact and test multiple alternative specifications to enhance our understanding of environmental complexity as a determinant of executive job demands in the context of international business. Our empirical analyses are performed on a sample of 436 executive appointments occurring in 132 UK-based manufacturing firms, observed between 2008 and 2018. Findings show general support for our main hypotheses. We discuss the theoretical and practical implications of our findings as well as directions for future research.

Managerial Summary

This study suggests that companies operating across different international environments through their subsidiary operations will be exposed to distinct demands that vary according to the type of environmental complexity. Our results reveal that companies tend to appoint top managers with specialist backgrounds when their focus is on economically sophisticated environments, whereas top managers with generalist backgrounds tend to be preferred in institutionally ambiguous environments. Our findings enhance our understanding of the demand for executive generalists and specialists in the international business context by showing that top managers' backgrounds are matched with the prevailing type of complexity deriving from the international operations of the firm, thus, questioning the widely held notion that executive generalists are generally preferred over specialists. Our study has important implications for the composition of top management teams and the shaping of executive career paths at multinational firms.

本研究探讨了多面手和专家的选择作为公司国际业务复杂性的组织反应。根据高管职位需求的概念，我们将制度模糊性和经济复杂性确定为公司对外投资导致的国家环境复杂性的两个不同来源，并预测它们如何影响跨国公司新高管的选择。我们的假设将制度模糊性和经济复杂性分别与任命具有通才和专家背景的高管联系起来。我们还研究了环境复杂性的两个来源如何相互作用，并测试了多种替代规范，以增强我们对环境复杂性作为国际商业背景下执行工作需求的决定因素的理解。我们对2008年至2018年间132家英国制造企业的436名高管任命进行了实证分析。研究结果普遍支持我们的主要假设。我们讨论了研究结果的理论和实践意义以及未来的研究方向。本研究表明，通过子公司业务在不同的国际环境中运营的公司将面临不同的需求，这些需求根据环境复杂性的类型而变化。我们的研究结果表明，当公司专注于复杂的经济环境时，他们倾向于任命具有专业背景的高级经理，而在制度模糊的环境中，具有通才背景的高级经理往往更受青睐。我们的研究结果增强了我们对国际商业背景下对执行通才和专家的需求的理解，表明高层管理人员的背景与公司国际运营中普遍存在的复杂性类型相匹配，从而质疑了普遍持有的观点，即执行通才通常比专家更受欢迎。我们的研究对跨国公司高层管理团队的构成和高管职业道路的塑造具有重要意义。

{"title":"International environmental complexity and the demand for generalists and specialists in executive selection","authors":"Tommaso Vallone, Stefano Elia, Peder Greve","doi":"10.1002/gsj.1463","DOIUrl":"10.1002/gsj.1463","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>This study investigates the selection of generalists and specialists as an organizational response to the complexity of firms' international operations. Drawing on the concept of executive job demands, we identify institutional ambiguity and economic sophistication as two distinct sources of country environmental complexity resulting from a firm's foreign investment and predict how they affect the selection of new executives at multinational firms. Our hypotheses associate institutional ambiguity and economic sophistication with the appointment of executives with generalist and specialist backgrounds, respectively. We also examine how the two sources of environmental complexity interact and test multiple alternative specifications to enhance our understanding of environmental complexity as a determinant of executive job demands in the context of international business. Our empirical analyses are performed on a sample of 436 executive appointments occurring in 132 UK-based manufacturing firms, observed between 2008 and 2018. Findings show general support for our main hypotheses. We discuss the theoretical and practical implications of our findings as well as directions for future research.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>This study suggests that companies operating across different international environments through their subsidiary operations will be exposed to distinct demands that vary according to the type of environmental complexity. Our results reveal that companies tend to appoint top managers with specialist backgrounds when their focus is on economically sophisticated environments, whereas top managers with generalist backgrounds tend to be preferred in institutionally ambiguous environments. Our findings enhance our understanding of the demand for executive generalists and specialists in the international business context by showing that top managers' backgrounds are matched with the prevailing type of complexity deriving from the international operations of the firm, thus, questioning the widely held notion that executive generalists are generally preferred over specialists. Our study has important implications for the composition of top management teams and the shaping of executive career paths at multinational firms.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 3","pages":"581-619"},"PeriodicalIF":7.6,"publicationDate":"2022-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42514358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

Digital sales channels and the relationship between product and international diversification: Evidence from going digital retail MNEs 数字化销售渠道与产品与国际多元化的关系——来自数字化零售跨国公司的证据

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-10-12 DOI: 10.1002/gsj.1465

Georgios Batsakis, Palitha Konara, Vasilis Theoharakis

Research Summary

We argue that in the era of e-commerce, retail firms can simultaneously grow their product and international portfolio by adopting a multichannel strategy, that is, using digital and physical channels. Drawing on the resource bundling perspective, we argue that the previously advocated negative relationship between product and international diversification is mitigated by the retail firm's digital sales intensity. By separately examining product and international diversification across digital and physical channels, we find that while increased product diversification in physical channels relates negatively with international diversification in both physical and digital channels, increased product diversification in digital channels relates positively with international diversification in both channels. Our hypotheses are tested against a sample of 122 born physical - going digital retail MNEs over the period 2006–2016.

Managerial Summary

The decision on how firm resources should be allocated for growing a firm's product and international scope has been a continuing debate in corporate strategy. While our research supports the conventional wisdom that product portfolio growth relates negatively to international market growth, we show that firms which increase their digital sales are able to mitigate the costs associated with this relationship. Based on longitudinal data of some of the world's largest retail MNEs, our research shows that retail firms with increased digital sales activity are more capable of mutually benefiting from simultaneously growing their product portfolio and international market presence. Therefore, if a retail firm aims at simultaneously growing its product portfolio and international market presence, it is advisable that they increase their proportion of digital sales (i.e., e-commerce activity).

我们认为，在电子商务时代，零售企业可以通过采用多渠道战略，即使用数字和实体渠道，同时扩大其产品和国际投资组合。从资源捆绑的角度来看，我们认为之前所提倡的产品与国际多元化之间的负相关关系被零售公司的数字销售强度所缓解。通过分别考察数字和实体渠道的产品和国际多元化，我们发现，实体渠道产品多元化的增加与实体渠道和数字渠道的国际多元化负相关，而数字渠道产品多元化的增加与两个渠道的国际多元化正相关。我们的假设是在2006年至2016年期间对122家出生的实体数字零售跨国公司的样本进行测试的。关于如何分配公司资源以扩大公司产品和国际范围的决定一直是公司战略中一个持续的争论。虽然我们的研究支持了产品组合增长与国际市场增长负相关的传统观点，但我们表明，增加数字销售的公司能够减轻与这种关系相关的成本。基于一些世界上最大的零售跨国公司的纵向数据，我们的研究表明，数字销售活动增加的零售公司更有能力从同时增长的产品组合和国际市场占有率中相互受益。因此，如果一家零售公司的目标是同时增加其产品组合和国际市场占有率，建议他们增加数字销售的比例(即电子商务活动)。

{"title":"Digital sales channels and the relationship between product and international diversification: Evidence from going digital retail MNEs","authors":"Georgios Batsakis, Palitha Konara, Vasilis Theoharakis","doi":"10.1002/gsj.1465","DOIUrl":"10.1002/gsj.1465","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>We argue that in the era of e-commerce, retail firms can simultaneously grow their product and international portfolio by adopting a multichannel strategy, that is, using digital and physical channels. Drawing on the resource bundling perspective, we argue that the previously advocated negative relationship between product and international diversification is mitigated by the retail firm's digital sales intensity. By separately examining product and international diversification across digital and physical channels, we find that while increased product diversification in physical channels relates negatively with international diversification in both physical and digital channels, increased product diversification in digital channels relates positively with international diversification in both channels. Our hypotheses are tested against a sample of 122 born physical - going digital retail MNEs over the period 2006–2016.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>The decision on how firm resources should be allocated for growing a firm's product and international scope has been a continuing debate in corporate strategy. While our research supports the conventional wisdom that product portfolio growth relates negatively to international market growth, we show that firms which increase their digital sales are able to mitigate the costs associated with this relationship. Based on longitudinal data of some of the world's largest retail MNEs, our research shows that retail firms with increased digital sales activity are more capable of mutually benefiting from simultaneously growing their product portfolio and international market presence. Therefore, if a retail firm aims at simultaneously growing its product portfolio and international market presence, it is advisable that they increase their proportion of digital sales (i.e., e-commerce activity).</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 4","pages":"830-856"},"PeriodicalIF":7.6,"publicationDate":"2022-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1465","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41706500","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

Offshore FDI, tax havens, and productivity: A network analysis 离岸外国直接投资、避税天堂和生产率：网络分析

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-10-09 DOI: 10.1002/gsj.1466

Soni Jha, Snehal Awate

Research summary

Multinational enterprises (MNEs) use tax havens to benefit from international tax arbitrage and increase their capital efficiency. These activities are purported to distort global financial markets, erode national corporate tax bases, and are singularly targeted in the media. Despite this, MNEs continue to increase the dispersion of their tax haven activities by investing in multiple tax havens. We study how this dispersion affects home and host country productivity. We model the inward and outward offshore foreign direct investment (FDI) networks using longitudinal data on 212 countries. We find that increasing dispersion leads to productivity losses at home but productivity gains in the host country. Further, increasing the prominence of home and host countries in the offshore network, by connecting with central, well-developed tax havens, improves their productivity.

Managerial summary

Is offshore FDI routed through tax havens always unproductive to the MNEs' home and host countries? While governments attempt to contain such investments, MNE managers disperse them into multiple tax havens and continue benefitting from tax arbitrage. We show that all offshore FDI is not unproductive. As managers route their investments through multiple tax havens, their home countries may experience productivity losses, but the host countries receive productivity gains. Further, using central, well-established tax havens bring productivity gains to both home and host countries. We thus show that MNEs' home countries need to reassess their offshore FDI policies since several of them also host these investments. Our paper extends a multilateral perspective on offshore FDI and possible benefits attainable, particularly from central tax havens.

研究摘要跨国企业（MNEs）利用避税港进行国际税收套利，提高资本效率。据称，这些活动扭曲了全球金融市场，侵蚀了各国的企业税基，是媒体争相报道的对象。尽管如此，跨国企业仍通过在多个避税地投资来增加其避税地活动的分散性。我们将研究这种分散性如何影响母国和东道国的生产力。我们利用 212 个国家的纵向数据，对流入和流出的离岸外国直接投资（FDI）网络进行建模。我们发现，分散度的增加会导致母国的生产率下降，但东道国的生产率会提高。此外，通过与发达的中央避税港连接，提高母国和东道国在离岸网络中的突出地位，也能提高它们的生产率。管理总结通过避税港进行的离岸外国直接投资是否总是对跨国企业的母国和东道国无益？当政府试图遏制此类投资时，跨国企业经理却将其分散到多个避税地，继续从税收套利中获益。我们的研究表明，并非所有离岸外国直接投资都是无益的。由于管理者通过多个避税港进行投资，其母国可能会遭受生产率损失，但东道国却能获得生产率收益。此外，利用中心的、成熟的避税港还能为母国和东道国带来生产率收益。因此，我们表明，跨国企业的母国需要重新评估其离岸外国直接投资政策，因为有几个母国也是这些投资的东道国。我们的论文拓展了离岸外国直接投资的多边视角，以及可能获得的利益，尤其是来自中央避税港的利益。

{"title":"Offshore FDI, tax havens, and productivity: A network analysis","authors":"Soni Jha, Snehal Awate","doi":"10.1002/gsj.1466","DOIUrl":"10.1002/gsj.1466","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research summary</h3>\u0000 \u0000 <p>Multinational enterprises (MNEs) use tax havens to benefit from international tax arbitrage and increase their capital efficiency. These activities are purported to distort global financial markets, erode national corporate tax bases, and are singularly targeted in the media. Despite this, MNEs continue to increase the dispersion of their tax haven activities by investing in multiple tax havens. We study how this dispersion affects home and host country productivity. We model the inward and outward offshore foreign direct investment (FDI) networks using longitudinal data on 212 countries. We find that increasing dispersion leads to productivity losses at home but productivity gains in the host country. Further, increasing the prominence of home and host countries in the offshore network, by connecting with central, well-developed tax havens, improves their productivity.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial summary</h3>\u0000 \u0000 <p>Is offshore FDI routed through tax havens always unproductive to the MNEs' home and host countries? While governments attempt to contain such investments, MNE managers disperse them into multiple tax havens and continue benefitting from tax arbitrage. We show that all offshore FDI is not unproductive. As managers route their investments through multiple tax havens, their home countries may experience productivity losses, but the host countries receive productivity gains. Further, using central, well-established tax havens bring productivity gains to both home and host countries. We thus show that MNEs' home countries need to reassess their offshore FDI policies since several of them also host these investments. Our paper extends a multilateral perspective on offshore FDI and possible benefits attainable, particularly from central tax havens.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"14 2","pages":"350-382"},"PeriodicalIF":7.6,"publicationDate":"2022-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46118717","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The future of global strategy 全球战略的未来

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-09-21 DOI: 10.1002/gsj.1464

Gabriel R.G. Benito, Alvaro Cuervo-Cazurra, Ram Mudambi, Torben Pedersen, Steve Tallman

Research Summary

Global strategy, that is, the analysis of strategy in an international context, has co-evolved with the dramatic changes in the global economy in the 21st century. Research advances have enabled a more sophisticated understanding of how firms develop strategies in an increasingly turbulent global environment in which societal expectations, technological advances, and political decisions are all in a state of continuous change. In this article, we reflect and provide suggestions for how the field may evolve on five key themes of global strategy: cooperation, coordination, governance, politics, and innovation. We also outline suggestions for future research on global issues that are gaining increasing centrality in business decisions: climate change, artificial intelligence, and geopolitics.

Managerial Summary

The study of how the context affects firms' strategies has changed with the transformation of the world in the 21st century. Research has provided a better understanding of how managers create and implement strategies in response to changes in societal expectations, technological advances, and political decisions. In this article, we reflect and provide suggestions for future studies on five key themes of global strategy: cooperation, coordination, governance, politics, and innovation in multinationals. We also outline suggestions for analyzing the increasingly important grand challenges that affect business decisions: climate change, artificial intelligence, and geopolitics.

全球战略，即在国际背景下的战略分析，随着21世纪全球经济的剧烈变化而共同演变。研究的进步使我们对企业如何在日益动荡的全球环境中制定战略有了更复杂的理解，在这种环境中，社会期望、技术进步和政治决策都处于不断变化的状态。在本文中，我们就全球战略的五个关键主题(合作、协调、治理、政治和创新)对该领域的发展进行了反思并提出了建议。我们还概述了未来对全球问题的研究建议，这些问题在商业决策中越来越重要:气候变化、人工智能和地缘政治。关于环境如何影响企业战略的研究随着21世纪世界的变革而发生了变化。研究提供了更好的理解管理者如何创建和实施战略，以应对社会期望、技术进步和政治决策的变化。在本文中，我们对跨国公司全球战略的五个关键主题:合作、协调、治理、政治和创新进行了反思并提出了建议。我们还概述了分析影响商业决策的日益重要的重大挑战的建议:气候变化、人工智能和地缘政治。

{"title":"The future of global strategy","authors":"Gabriel R.G. Benito, Alvaro Cuervo-Cazurra, Ram Mudambi, Torben Pedersen, Steve Tallman","doi":"10.1002/gsj.1464","DOIUrl":"10.1002/gsj.1464","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Global strategy, that is, the analysis of strategy in an international context, has co-evolved with the dramatic changes in the global economy in the 21st century. Research advances have enabled a more sophisticated understanding of how firms develop strategies in an increasingly turbulent global environment in which societal expectations, technological advances, and political decisions are all in a state of continuous change. In this article, we reflect and provide suggestions for how the field may evolve on five key themes of global strategy: cooperation, coordination, governance, politics, and innovation. We also outline suggestions for future research on global issues that are gaining increasing centrality in business decisions: climate change, artificial intelligence, and geopolitics.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>The study of how the context affects firms' strategies has changed with the transformation of the world in the 21st century. Research has provided a better understanding of how managers create and implement strategies in response to changes in societal expectations, technological advances, and political decisions. In this article, we reflect and provide suggestions for future studies on five key themes of global strategy: cooperation, coordination, governance, politics, and innovation in multinationals. We also outline suggestions for analyzing the increasingly important grand challenges that affect business decisions: climate change, artificial intelligence, and geopolitics.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 3","pages":"421-450"},"PeriodicalIF":7.6,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1464","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44401242","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 8

Locational strategy: Understanding location in economic geography and corporate strategy 区位战略:了解经济地理学和企业战略中的区位

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-09-12 DOI: 10.1002/gsj.1456

Richard Florida, Patrick Adler

Research Summary

Drawing on key concepts from management theory, corporate strategy, and economic geography, we argue that the time has come for “Locational Strategy.” Locational strategy is a framework for understanding how the locational decisions of organizations fit into broader corporate strategy. Locational strategy is particularly relevant given rise of knowledge and talent as key factors of productions and the fact that these inputs are so clustered in space. We lay out several principles to guide further work in this area, and briefly anticipate the role for locational strategy in the post-pandemic economy. Such an approach is well suited to the study of the sprawling modern firm, the footloose geography of talent, and the hyper-competitive field of regional economic policy.

Managerial Summary

Management needs to consider locational strategy as a key element of broader corporate strategy. This is because location and firm location decisions are ever more central to firm strategy. We review key ideas from the academic literature that bear on how managers can get the best access to talent, knowledge, and customers. Access to talent and embeddedness in complex knowledge systems is a defining feature of Locational strategy over and above simple input cost concerns. Furthermore, firms need to consider the actions and reactions of jurisdictions as they decide how to locate and deploy resources across in places across the world. Management training typically does not feature the geographic considerations of location strategy. The authors have refined their approach while teaching students in their course on The City and Business in the MBA program at the University of Toronto's Rotman School.

基于管理理论、企业战略和经济地理学的关键概念，我们认为“区位战略”的时代已经到来。位置战略是一个框架，用于理解组织的位置决策如何适应更广泛的公司战略。考虑到知识和人才作为生产的关键因素的兴起，以及这些投入如此集中在空间中的事实，区位战略尤为重要。我们提出了指导这一领域进一步工作的若干原则，并简要预测了区位战略在大流行后经济中的作用。这种方法非常适合于研究不断扩张的现代企业、自由流动的人才地理以及竞争激烈的区域经济政策领域。管理需要把定位战略作为更广泛的企业战略的一个关键要素来考虑。这是因为地理位置和企业地理位置决策对企业战略来说越来越重要。我们回顾了学术文献中的关键观点，这些观点与管理者如何获得人才、知识和客户的最佳途径有关。在复杂的知识系统中获得人才和嵌入性是超越简单的投入成本问题的区位战略的一个决定性特征。此外，公司在决定如何在世界各地定位和部署资源时，需要考虑司法管辖区的行动和反应。管理培训通常不具有地理位置战略的特点。作者在多伦多大学罗特曼商学院(University of Toronto’s Rotman School)的MBA课程《城市与商业》(The City and Business)上教授学生时，改进了他们的方法。

{"title":"Locational strategy: Understanding location in economic geography and corporate strategy","authors":"Richard Florida, Patrick Adler","doi":"10.1002/gsj.1456","DOIUrl":"10.1002/gsj.1456","url":null,"abstract":"<div>\u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Drawing on key concepts from management theory, corporate strategy, and economic geography, we argue that the time has come for “Locational Strategy.” Locational strategy is a framework for understanding how the locational decisions of organizations fit into broader corporate strategy. Locational strategy is particularly relevant given rise of knowledge and talent as key factors of productions and the fact that these inputs are so clustered in space. We lay out several principles to guide further work in this area, and briefly anticipate the role for locational strategy in the post-pandemic economy. Such an approach is well suited to the study of the sprawling modern firm, the footloose geography of talent, and the hyper-competitive field of regional economic policy.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Management needs to consider locational strategy as a key element of broader corporate strategy. This is because location and firm location decisions are ever more central to firm strategy. We review key ideas from the academic literature that bear on how managers can get the best access to talent, knowledge, and customers. Access to talent and embeddedness in complex knowledge systems is a defining feature of Locational strategy over and above simple input cost concerns. Furthermore, firms need to consider the actions and reactions of jurisdictions as they decide how to locate and deploy resources across in places across the world. Management training typically does not feature the geographic considerations of location strategy. The authors have refined their approach while teaching students in their course on The City and Business in the MBA program at the University of Toronto's Rotman School.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 3","pages":"472-487"},"PeriodicalIF":7.6,"publicationDate":"2022-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45890610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

Rethinking intrapreneurship in the established MNE 对老牌跨国公司内部创业的再思考

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-08-30 DOI: 10.1002/gsj.1461

Alain Verbeke, Wenlong Yuan

Research Summary

We show significant variation in the ways mainstream international business strategy (IBS) theories have addressed the discovery and pursuit of entrepreneurial opportunities in the established multinational enterprise (MNE). We adopt an extended “individual—opportunity nexus” perspective and suggest a fourfold repositioning of IBS research on MNE intrapreneurship. First, by acknowledging opportunities in activity types not historically considered as the subject of intrapreneurship, such as imposed resource reconfigurations as well as acquisitions and divestitures. Second, by paying more attention to how bundles of opportunities emerge over time, and to their sequence. Third, by recognizing more systematically different opportunity types, ranging from incremental to radical. Fourth, by analyzing more thoroughly the origins of opportunities, including those that arise from MNE weaknesses.

Managerial Summary

International business strategy (IBS) theories can help managers in multinational enterprises (MNEs) to better understand the unfolding of intrapreneurship. First, business decisions typically considered as merely cost-driven, including resource reconfigurations, acquisitions, and divestitures, can involve major intrapreneurial opportunities. Second, opportunities do not just appear randomly and in isolation: it is typically bundles of opportunities that emerge over time and in a particular sequence, and these bundles are closely intertwined with the MNE's own strategy that may unearth these opportunities. Third, MNE executives need to recognize more systematically different opportunity types, ranging from incremental to radical because each will require different managerial practices. Fourth, it is not only an MNE's strengths but also its weaknesses that can drive intrapreneurial action.

我们发现，主流国际商业战略(IBS)理论在解决已建立的跨国企业(MNE)中发现和追求创业机会的方式上存在显著差异。我们采用了一种扩展的“个人-机会关系”视角，并建议将IBS对跨国公司内部创业的研究重新定位四倍。第一，承认在历史上不被认为是内部创业主题的活动类型中的机会，例如强加的资源重新配置以及收购和剥离。第二，更多地关注机会是如何随着时间的推移而出现的，以及它们的顺序。第三，通过更系统地认识不同的机会类型，从渐进式到激进式。第四，更彻底地分析机会的来源，包括那些来自跨国公司弱点的机会。国际商业战略(IBS)理论可以帮助跨国企业(MNEs)的管理者更好地理解内部创业的展开。首先，通常被认为仅仅是成本驱动的商业决策，包括资源重组、收购和资产剥离，可能涉及重大的内部创业机会。其次，机会并非随机和孤立地出现:它通常是随着时间和特定顺序出现的一系列机会，这些机会与跨国公司自己可能发掘这些机会的战略密切相关。第三，跨国公司高管需要更系统地认识到不同的机会类型，从渐进式到激进式，因为每种类型都需要不同的管理实践。第四，不仅是跨国公司的优势，也有其弱点，可以推动内部创业行动。

{"title":"Rethinking intrapreneurship in the established MNE","authors":"Alain Verbeke, Wenlong Yuan","doi":"10.1002/gsj.1461","DOIUrl":"10.1002/gsj.1461","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>We show significant variation in the ways mainstream international business strategy (IBS) theories have addressed the discovery and pursuit of entrepreneurial opportunities in the established multinational enterprise (MNE). We adopt an extended “individual—opportunity nexus” perspective and suggest a fourfold repositioning of IBS research on MNE intrapreneurship. First, by acknowledging opportunities in activity types not historically considered as the subject of intrapreneurship, such as imposed resource reconfigurations as well as acquisitions and divestitures. Second, by paying more attention to how bundles of opportunities emerge over time, and to their sequence. Third, by recognizing more systematically different opportunity types, ranging from incremental to radical. Fourth, by analyzing more thoroughly the origins of opportunities, including those that arise from MNE weaknesses.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>International business strategy (IBS) theories can help managers in multinational enterprises (MNEs) to better understand the unfolding of intrapreneurship. First, business decisions typically considered as merely cost-driven, including resource reconfigurations, acquisitions, and divestitures, can involve major intrapreneurial opportunities. Second, opportunities do not just appear randomly and in isolation: it is typically bundles of opportunities that emerge over time and in a particular sequence, and these bundles are closely intertwined with the MNE's own strategy that may unearth these opportunities. Third, MNE executives need to recognize more systematically different opportunity types, ranging from incremental to radical because each will require different managerial practices. Fourth, it is not only an MNE's strengths but also its weaknesses that can drive intrapreneurial action.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 4","pages":"738-758"},"PeriodicalIF":7.6,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1461","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48876246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4