Pub Date : 2019-09-19DOI: 10.1108/ccsm-02-2019-0044
Olga Petricevic, A. Verbeke
Purpose The purpose of this paper is to explore two distinct subsets of dynamic capabilities that need to be deployed when pursuing innovation through inter-organizational activities, respectively, in the contexts of broad networks and specific alliances. The authors draw distinctions and explore potential interdependencies between these two dynamic capability reservoirs, by integrating concepts from the theoretical perspectives they are derived from, but which have until now largely ignored each other – the social network perspective and the dynamic capabilities view. Design/methodology/approach The authors investigate nanotechnology-driven R&D activities in the 1995–2005 period for 76 publicly traded firms in the electronics and electrical equipment industry and in the chemicals and pharmaceuticals industry, that applied for 580 nanotechnology-related patents and engaged in 2,459 alliances during the observation period. The authors used zero-truncated Poisson regression as the estimation method. Findings The findings support conceptualizing dynamic capabilities as four distinct subsets, deployed for sensing or seizing purposes, and across the two different inter-organizational contexts. The findings also suggest potential synergies between these subsets of dynamic capabilities, with two subsets being more macro-oriented (i.e. sensing and seizing opportunities within networks) and the two other ones more micro-oriented (i.e. sensing and seizing opportunities within specific alliances). Practical implications The authors show that firms differ in their subsets of dynamic capabilities for pursuing different types of inter-organizational, boundary-spanning relationships (such as alliances vs broader network relationships), which ultimately affects their innovation performance. Originality/value The authors contribute to the growing body of work on dynamic capabilities and firm-specific advantages by unbundling the dynamic capability subsets, and investigating their complex interdependencies for managing different types of inter-organizational linkages. The main new insight is that the “linear model” of generating more innovations through higher inter-firm collaboration in an emerging field paints an erroneous picture of how high innovation performance is actually achieved.
{"title":"Unbundling dynamic capabilities for inter-organizational collaboration","authors":"Olga Petricevic, A. Verbeke","doi":"10.1108/ccsm-02-2019-0044","DOIUrl":"https://doi.org/10.1108/ccsm-02-2019-0044","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore two distinct subsets of dynamic capabilities that need to be deployed when pursuing innovation through inter-organizational activities, respectively, in the contexts of broad networks and specific alliances. The authors draw distinctions and explore potential interdependencies between these two dynamic capability reservoirs, by integrating concepts from the theoretical perspectives they are derived from, but which have until now largely ignored each other – the social network perspective and the dynamic capabilities view.\u0000\u0000\u0000Design/methodology/approach\u0000The authors investigate nanotechnology-driven R&D activities in the 1995–2005 period for 76 publicly traded firms in the electronics and electrical equipment industry and in the chemicals and pharmaceuticals industry, that applied for 580 nanotechnology-related patents and engaged in 2,459 alliances during the observation period. The authors used zero-truncated Poisson regression as the estimation method.\u0000\u0000\u0000Findings\u0000The findings support conceptualizing dynamic capabilities as four distinct subsets, deployed for sensing or seizing purposes, and across the two different inter-organizational contexts. The findings also suggest potential synergies between these subsets of dynamic capabilities, with two subsets being more macro-oriented (i.e. sensing and seizing opportunities within networks) and the two other ones more micro-oriented (i.e. sensing and seizing opportunities within specific alliances).\u0000\u0000\u0000Practical implications\u0000The authors show that firms differ in their subsets of dynamic capabilities for pursuing different types of inter-organizational, boundary-spanning relationships (such as alliances vs broader network relationships), which ultimately affects their innovation performance.\u0000\u0000\u0000Originality/value\u0000The authors contribute to the growing body of work on dynamic capabilities and firm-specific advantages by unbundling the dynamic capability subsets, and investigating their complex interdependencies for managing different types of inter-organizational linkages. The main new insight is that the “linear model” of generating more innovations through higher inter-firm collaboration in an emerging field paints an erroneous picture of how high innovation performance is actually achieved.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ccsm-02-2019-0044","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42098129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-12DOI: 10.1108/CCSM-08-2018-0125
R. Bowen
Purpose This study offers a comparative analysis of attitudes to small and medium-sized enterprise (SME) internationalisation in two different cultural settings, Wales and Brittany. The purpose of this paper is to conduct an in-depth investigation of attitudes to internationalisation among food and drink SMEs using mixed methods and focussing on both SMEs that internationalise and those that do not. This leads to a more comprehensive understanding of the issues influencing attitudes to SME internationalisation, which could facilitate policy development for such companies. Design/methodology/approach Mixed methods are used in this study to provide a richness of data in investigating this complex issue. The majority of research in this field has focussed on quantitative research, however, this study heeds calls for more plurality in research on SME internationalisation to achieve a more detailed understanding of the issues affecting SME internationalisation. This is achieved through an online questionnaire of 169 food producing SMEs in Wales and Brittany, informed by International Entrepreneurship theory. A second phase of semi-structured interviews provides more context to the questionnaire findings, with 37 interviews conducted with respondents from the questionnaire. Each phase was conducted independently, with findings triangulated for further investigation. Findings Companies of all characteristics have the ability to internationalise; however, cultural differences were observed between Wales and Brittany in both attitudes and the conditions for internationalisation. Breton SMEs displayed more proactivity to internationalisation, stemming from more favourable conditions, a greater reputation for food and more confidence. Conversely, Welsh SMEs were more reactive, relying on government support in encouraging internationalisation. Breton SMEs also benefitted from the strong cultural identity of food products, especially through the Produit en Bretagne brand and its network of producers. Originality/value The study makes both a theoretical and methodological contribution to research on SME internationalisation. The comparative study of Wales and Brittany is significant in understanding cultural influences to internationalisation in two regions where the food and drink industry represents an important part of the economy. The focus on a single industry is significant in understanding the particularities of internationalisation within an industrial context, as findings from studies across multiple industries are considered less generalisable. A methodological contribution is sought through using mixed methods to provide a more comprehensive study.
目的本研究比较分析了威尔士和布列塔尼两种不同文化背景下对中小企业国际化的态度。本文的目的是使用混合方法，深入调查食品和饮料中小企业对国际化的态度，并关注国际化和不国际化的中小企业。这有助于更全面地了解影响中小企业国际化态度的问题，这可能有助于这些公司的政策制定。设计/方法论/方法本研究采用混合方法，为研究这一复杂问题提供丰富的数据。该领域的大多数研究都集中在定量研究上，然而，本研究注意到在中小企业国际化研究中需要更多的多样性，以更详细地了解影响中小企业国际化的问题。这是根据国际创业理论对威尔士和布列塔尼的169家食品生产中小企业进行的在线问卷调查实现的。第二阶段的半结构化访谈为问卷调查结果提供了更多的背景，对问卷调查的受访者进行了37次访谈。每个阶段都是独立进行的，并对调查结果进行三角测量以供进一步调查。Findings所有特色的公司都有国际化的能力；然而，威尔士和布列塔尼在国际化的态度和条件方面存在文化差异。布雷顿中小企业对国际化表现出更积极的态度，这源于更有利的条件、更高的食品声誉和更大的信心。相反，威尔士中小企业则更为被动，依靠政府支持鼓励国际化。布列塔尼中小企业也受益于食品的强大文化特征，特别是通过Produit en Bretagne品牌及其生产商网络。原创性/价值本研究为中小企业国际化研究做出了理论和方法上的贡献。对威尔士和布列塔尼的比较研究对于理解这两个地区的文化对国际化的影响具有重要意义，在这两个地方，食品和饮料行业是经济的重要组成部分。对单个行业的关注对于理解行业背景下国际化的特殊性具有重要意义，因为跨多个行业的研究结果被认为不太普遍。通过使用混合方法来提供更全面的研究，寻求方法上的贡献。
{"title":"Motives to SME internationalisation","authors":"R. Bowen","doi":"10.1108/CCSM-08-2018-0125","DOIUrl":"https://doi.org/10.1108/CCSM-08-2018-0125","url":null,"abstract":"\u0000Purpose\u0000This study offers a comparative analysis of attitudes to small and medium-sized enterprise (SME) internationalisation in two different cultural settings, Wales and Brittany. The purpose of this paper is to conduct an in-depth investigation of attitudes to internationalisation among food and drink SMEs using mixed methods and focussing on both SMEs that internationalise and those that do not. This leads to a more comprehensive understanding of the issues influencing attitudes to SME internationalisation, which could facilitate policy development for such companies.\u0000\u0000\u0000Design/methodology/approach\u0000Mixed methods are used in this study to provide a richness of data in investigating this complex issue. The majority of research in this field has focussed on quantitative research, however, this study heeds calls for more plurality in research on SME internationalisation to achieve a more detailed understanding of the issues affecting SME internationalisation. This is achieved through an online questionnaire of 169 food producing SMEs in Wales and Brittany, informed by International Entrepreneurship theory. A second phase of semi-structured interviews provides more context to the questionnaire findings, with 37 interviews conducted with respondents from the questionnaire. Each phase was conducted independently, with findings triangulated for further investigation.\u0000\u0000\u0000Findings\u0000Companies of all characteristics have the ability to internationalise; however, cultural differences were observed between Wales and Brittany in both attitudes and the conditions for internationalisation. Breton SMEs displayed more proactivity to internationalisation, stemming from more favourable conditions, a greater reputation for food and more confidence. Conversely, Welsh SMEs were more reactive, relying on government support in encouraging internationalisation. Breton SMEs also benefitted from the strong cultural identity of food products, especially through the Produit en Bretagne brand and its network of producers.\u0000\u0000\u0000Originality/value\u0000The study makes both a theoretical and methodological contribution to research on SME internationalisation. The comparative study of Wales and Brittany is significant in understanding cultural influences to internationalisation in two regions where the food and drink industry represents an important part of the economy. The focus on a single industry is significant in understanding the particularities of internationalisation within an industrial context, as findings from studies across multiple industries are considered less generalisable. A methodological contribution is sought through using mixed methods to provide a more comprehensive study.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-08-2018-0125","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43504280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-07-01DOI: 10.1108/CCSM-04-2017-0047
M. Ganesh, M. López-Cabarcos, P. Vázquez-Rodríguez
Purpose The purpose of this paper is to understand the influence of self-leadership on the intention to mentor among university teachers considering the mediating role of self-efficacy and the moderating role of individualism-collectivism dimensions. Design/methodology/approach A standardized questionnaire was used to collect data from Indian (n=88) and Spanish (n=105) university teachers. The hypothesized relationships were analyzed using structural equation modeling and hierarchical multiple regression analysis. Findings Self-leadership strategies influence the intention to mentor through university teachers’ self-efficacy. The positive relationship between self-efficacy and intention to mentor becomes stronger when the respondents are inclined toward vertical collectivistic or horizontal individualistic values. Research limitations/implications The study extends mentoring literature since it incorporates both individual and cultural variables, allowing observing their interplay and giving a holistic understanding of the issue. The main limitation of the study is its cross-sectional survey design, which is the use of data collected from a single-sitting, self-reporting measure. Different procedures were used to control method biases. Practical implications Intention to mentor can help university teachers (especially the younger staffs) and students to establish the process that can reinforce their commitment toward realistic goals. In the long term, entering into a mentoring relationship might boost self-efficacy and self-leadership qualities of the mentors themselves. Originality/value The comprehensiveness and relevance of the variables in the context chosen is the primary strength of this research. In the scenario of increasing professionalization and globalization, the cross-cultural nature of this study brings in a global perspective of the research problem.
{"title":"Are self-leaders more willing to mentor others? A study among Indian and Spanish university teachers","authors":"M. Ganesh, M. López-Cabarcos, P. Vázquez-Rodríguez","doi":"10.1108/CCSM-04-2017-0047","DOIUrl":"https://doi.org/10.1108/CCSM-04-2017-0047","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to understand the influence of self-leadership on the intention to mentor among university teachers considering the mediating role of self-efficacy and the moderating role of individualism-collectivism dimensions.\u0000\u0000\u0000Design/methodology/approach\u0000A standardized questionnaire was used to collect data from Indian (n=88) and Spanish (n=105) university teachers. The hypothesized relationships were analyzed using structural equation modeling and hierarchical multiple regression analysis.\u0000\u0000\u0000Findings\u0000Self-leadership strategies influence the intention to mentor through university teachers’ self-efficacy. The positive relationship between self-efficacy and intention to mentor becomes stronger when the respondents are inclined toward vertical collectivistic or horizontal individualistic values.\u0000\u0000\u0000Research limitations/implications\u0000The study extends mentoring literature since it incorporates both individual and cultural variables, allowing observing their interplay and giving a holistic understanding of the issue. The main limitation of the study is its cross-sectional survey design, which is the use of data collected from a single-sitting, self-reporting measure. Different procedures were used to control method biases.\u0000\u0000\u0000Practical implications\u0000Intention to mentor can help university teachers (especially the younger staffs) and students to establish the process that can reinforce their commitment toward realistic goals. In the long term, entering into a mentoring relationship might boost self-efficacy and self-leadership qualities of the mentors themselves.\u0000\u0000\u0000Originality/value\u0000The comprehensiveness and relevance of the variables in the context chosen is the primary strength of this research. In the scenario of increasing professionalization and globalization, the cross-cultural nature of this study brings in a global perspective of the research problem.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-04-2017-0047","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49390056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-07-01DOI: 10.1108/ccsm-10-2018-0154
Carlos González
Purpose While previous studies have focused on the role of directors in the formation of transnational interlocks, this paper argues that firm strategy can also influence the development of these relationships. The purpose of this paper is to shed light on the practice of transnational interlocks by extending board interlocks theory from the national to the transnational context, and exploring aspects that are unique to the transnational level. Design/methodology/approach Based on the experiences of four British firms, this paper develops a conceptual framework that integrates under-examined dimensions of this networking practice at the organizational level of analysis, specifically degree of internationalization (DOI) and psychic distance (PD). Findings The paper argues that firms will increasingly engage in transnational interlocks as internationalization intensifies, and that expansion into psychically distant countries may result in further engagement in these connections. Further, firms will tend to form transnational received interlocks at their early stages of internationalization, and transnational sent and neutral interlocks at later stages of this process. It identifies four categories of firms: locals, extenders, explorers and cosmopolitans. Practical implications Directors can contribute to their firms’ success by interlocking with firms located in key foreign markets. Firms should also welcome directors with transnational board appointments to secure knowledge and resources overseas. Originality/value The manuscript contributes to our understanding of transnational interlocks by examining the independent and joint influence of the firm’s DOI and PD on the formation of such relationships.
{"title":"Transnational board interlocks","authors":"Carlos González","doi":"10.1108/ccsm-10-2018-0154","DOIUrl":"https://doi.org/10.1108/ccsm-10-2018-0154","url":null,"abstract":"\u0000Purpose\u0000While previous studies have focused on the role of directors in the formation of transnational interlocks, this paper argues that firm strategy can also influence the development of these relationships. The purpose of this paper is to shed light on the practice of transnational interlocks by extending board interlocks theory from the national to the transnational context, and exploring aspects that are unique to the transnational level.\u0000\u0000\u0000Design/methodology/approach\u0000Based on the experiences of four British firms, this paper develops a conceptual framework that integrates under-examined dimensions of this networking practice at the organizational level of analysis, specifically degree of internationalization (DOI) and psychic distance (PD).\u0000\u0000\u0000Findings\u0000The paper argues that firms will increasingly engage in transnational interlocks as internationalization intensifies, and that expansion into psychically distant countries may result in further engagement in these connections. Further, firms will tend to form transnational received interlocks at their early stages of internationalization, and transnational sent and neutral interlocks at later stages of this process. It identifies four categories of firms: locals, extenders, explorers and cosmopolitans.\u0000\u0000\u0000Practical implications\u0000Directors can contribute to their firms’ success by interlocking with firms located in key foreign markets. Firms should also welcome directors with transnational board appointments to secure knowledge and resources overseas.\u0000\u0000\u0000Originality/value\u0000The manuscript contributes to our understanding of transnational interlocks by examining the independent and joint influence of the firm’s DOI and PD on the formation of such relationships.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ccsm-10-2018-0154","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47670886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-07-01DOI: 10.1108/CCSM-05-2018-0061
Bernhard Swoboda, Nadine Batton
Purpose The purpose of this paper is to provide a theoretical and empirical comparison of four major national cultural value models for perceived corporate reputation (CR) of multinational corporations (MNCs) across nations: Hofstede, Schwartz, the GLOBE study and Inglehart. Design/methodology/approach Two consumer surveys on an MNC and on competitors in 25 countries in the year 2015 (n=20,288 and 25,397) were used for the first time to compare the roles of the cultural value models as antecedents of CR, using multilevel structural equation modeling (MSEM), which disentangles the explained variances on the country level and on the individual level. Findings National culture is strongly attributed to individual CR perceptions of MNCs across nations. However, the four conceptual cultural value models explain the variance differently (46.2–84.6 percent) as do particular cultural value dimensions within each model. The results are stable for both surveys. Research limitations/implications Novel insights into the roles of cultural value models are provided for international business research. For MNCs aiming to use their CR to attract target groups in foreign countries, this study identifies the most influential cultural value model and particular dimensions. Originality/value This study contributes to cultural research by deepening the understanding of the various cultural value models and their importance for MNCs. Moreover, the authors add to the CR research by providing new insights into perception differences and using the still novel MSEM.
{"title":"National cultural value models and reputation of MNCs","authors":"Bernhard Swoboda, Nadine Batton","doi":"10.1108/CCSM-05-2018-0061","DOIUrl":"https://doi.org/10.1108/CCSM-05-2018-0061","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to provide a theoretical and empirical comparison of four major national cultural value models for perceived corporate reputation (CR) of multinational corporations (MNCs) across nations: Hofstede, Schwartz, the GLOBE study and Inglehart.\u0000\u0000\u0000Design/methodology/approach\u0000Two consumer surveys on an MNC and on competitors in 25 countries in the year 2015 (n=20,288 and 25,397) were used for the first time to compare the roles of the cultural value models as antecedents of CR, using multilevel structural equation modeling (MSEM), which disentangles the explained variances on the country level and on the individual level.\u0000\u0000\u0000Findings\u0000National culture is strongly attributed to individual CR perceptions of MNCs across nations. However, the four conceptual cultural value models explain the variance differently (46.2–84.6 percent) as do particular cultural value dimensions within each model. The results are stable for both surveys.\u0000\u0000\u0000Research limitations/implications\u0000Novel insights into the roles of cultural value models are provided for international business research. For MNCs aiming to use their CR to attract target groups in foreign countries, this study identifies the most influential cultural value model and particular dimensions.\u0000\u0000\u0000Originality/value\u0000This study contributes to cultural research by deepening the understanding of the various cultural value models and their importance for MNCs. Moreover, the authors add to the CR research by providing new insights into perception differences and using the still novel MSEM.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-05-2018-0061","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48590230","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-07-01DOI: 10.1108/CCSM-10-2018-0164
D. J. McCarthy, Sheila M. Puffer, Daniel M. Satinsky
Purpose The purpose of this paper is to examine the dramatically changed role of Russia in the global economy since the dissolution of the Soviet Union in 1991, as the Soviet institutions collapsed and were either reformed or replaced in a new Russian institutional landscape. The paper presents a fact-based and balanced view of Russia’s evolving role in the global economy, as distinguished from the sometimes one-sided view presented by some Western commentators. The authors establish that the two countervailing views are fundamentally based on different cultural perspectives about institutions, primarily the roles of business and government. Design/methodology/approach This paper is developed as a perspectives article drawing upon the decades of academic and business experience of all three authors with Russian business, management and the economy. The paper focuses on the structure of Russian institutional change and places it within the historical context of the challenges of various periods of time from the late 1980s to the present. The authors posit that cultural foundations complicate that institutional evolution. Findings Russia will remain a major player in world markets for energy, raw materials and armaments for the near future at least. Principal institutional questions facing Russia have to do with how to reduce the country’s overall dependence on raw material exports, with its vulnerability to world market fluctuations, and how to modernize Russian economic and political institutions. The degree of success in addressing these questions will depend largely upon the ability of the new and reformed economic institutions to show the flexibility to respond to changes in the global order, on whether political considerations will continue to supersede economic issues, and how markedly cultural traditions will continue to impede positive changes. Research limitations/implications The entire system of international trade is under question, disrupted by the growing nationalism that is threatening the globalization that became institutionalized over decades in the wake of the Second World War. Russia’s future role is partially dependent upon how new patterns of international trade develop in response to the current disruption of established trade regimes, and by how political conflicts are expressed economically. The authors observe that Russia’s historical and cultural traditions, especially acquiescence to a highly centralized government with a strong autocratic leader, limit the country’s options. The authors explore how Russia’s reactions to Western sanctions have led to a new strategic approach, moving away from full engagement in the global economy to selective economic, and sometimes political, alliances with primarily non-Western countries, most notably China. The authors contrast Russia’s situation with that of China, which has been able to make substantial economic progress while still embracing a strong, centralized political
{"title":"Will Russia have a role in the changing global economy? Contrasting Western and Russian cultural lenses","authors":"D. J. McCarthy, Sheila M. Puffer, Daniel M. Satinsky","doi":"10.1108/CCSM-10-2018-0164","DOIUrl":"https://doi.org/10.1108/CCSM-10-2018-0164","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine the dramatically changed role of Russia in the global economy since the dissolution of the Soviet Union in 1991, as the Soviet institutions collapsed and were either reformed or replaced in a new Russian institutional landscape. The paper presents a fact-based and balanced view of Russia’s evolving role in the global economy, as distinguished from the sometimes one-sided view presented by some Western commentators. The authors establish that the two countervailing views are fundamentally based on different cultural perspectives about institutions, primarily the roles of business and government.\u0000\u0000\u0000Design/methodology/approach\u0000This paper is developed as a perspectives article drawing upon the decades of academic and business experience of all three authors with Russian business, management and the economy. The paper focuses on the structure of Russian institutional change and places it within the historical context of the challenges of various periods of time from the late 1980s to the present. The authors posit that cultural foundations complicate that institutional evolution.\u0000\u0000\u0000Findings\u0000Russia will remain a major player in world markets for energy, raw materials and armaments for the near future at least. Principal institutional questions facing Russia have to do with how to reduce the country’s overall dependence on raw material exports, with its vulnerability to world market fluctuations, and how to modernize Russian economic and political institutions. The degree of success in addressing these questions will depend largely upon the ability of the new and reformed economic institutions to show the flexibility to respond to changes in the global order, on whether political considerations will continue to supersede economic issues, and how markedly cultural traditions will continue to impede positive changes.\u0000\u0000\u0000Research limitations/implications\u0000The entire system of international trade is under question, disrupted by the growing nationalism that is threatening the globalization that became institutionalized over decades in the wake of the Second World War. Russia’s future role is partially dependent upon how new patterns of international trade develop in response to the current disruption of established trade regimes, and by how political conflicts are expressed economically. The authors observe that Russia’s historical and cultural traditions, especially acquiescence to a highly centralized government with a strong autocratic leader, limit the country’s options. The authors explore how Russia’s reactions to Western sanctions have led to a new strategic approach, moving away from full engagement in the global economy to selective economic, and sometimes political, alliances with primarily non-Western countries, most notably China. The authors contrast Russia’s situation with that of China, which has been able to make substantial economic progress while still embracing a strong, centralized political ","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-10-2018-0164","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48719997","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-07-01DOI: 10.1108/CCSM-08-2018-0118
Chris Baumann, Michael Cherry, W. Chu
Purpose The purpose of this paper is to advance our understanding of competitiveness. The authors introduce the concept of Competitive Productivity (CP), supplementing shortcomings of traditional understandings of national, organisational and individual productivity which overlook the nature of competitiveness, i.e. outperforming the competition, or at least bettering one’s own performance. The authors offer definitions, components and construct measurements of CP at three levels: macro, meso and micro. Design/methodology/approach A review of the literature was conducted to evaluate the need for combining productivity and competitiveness into one new construct. There are theories that combine these ideas – e.g., the resource-based theory of the firm – but the authors are presenting these concepts differently, or in a novel way. The authors’ focus on CP makes necessary a new group of construct measures which are different from that of the strategy literature: the authors measure an agent’s tendency “to be better than the competition” along multiple dimensions. Based on the CP construct, the authors present three testable models to uncover determinants of CP at three levels (macro, meso and micro). Finally, the work around “emergent property” can be applied to examine CP itself as being a determinant for other higher-order outcomes such as welfare, profits and life satisfaction. CP forms a platform to explore likely interplay (bottom-up and/or top-down mechanisms) within the micro–meso–macro architecture. Findings Three CP models were developed and are briefly discussed in this paper: first, a National Competitive Productivity (NCP) model to capture the components/drivers of national CP (macro level). Second, a Firm Competitive Productivity (FCP) model to capture the components/drivers of firm CP within an industry context (meso). And finally, an Individual Competitive Productivity (ICP) model capturing the components/drivers of CP at the individual (micro) level. Originality/value The study provides a combined approach to capture productivity and competitiveness within one innovative concept: CP. It can be used by government and policy makers (NCP model), managers and organisations (FCP model), and individuals such as workers and students (ICP model) to evaluate and enhance their performance. A better understanding of the components/drivers of CP at the three levels and the suggested measurement of CP should provide a stronger theory of competitiveness of nations, firms and individuals. Not least should a focus on the three levels (macro, meso and micro) better prepare citizens, firms, workers and students to effectively function and work in the marketplace and in society. The authors’ work should eventually contribute to more effective benchmarking and continuous improvement in the competitiveness domain. Crucially, this conceptual paper forms the foundation for future empirical testing of CP components in the context of the re
{"title":"Competitive Productivity (CP) at macro–meso–micro levels","authors":"Chris Baumann, Michael Cherry, W. Chu","doi":"10.1108/CCSM-08-2018-0118","DOIUrl":"https://doi.org/10.1108/CCSM-08-2018-0118","url":null,"abstract":"Purpose The purpose of this paper is to advance our understanding of competitiveness. The authors introduce the concept of Competitive Productivity (CP), supplementing shortcomings of traditional understandings of national, organisational and individual productivity which overlook the nature of competitiveness, i.e. outperforming the competition, or at least bettering one’s own performance. The authors offer definitions, components and construct measurements of CP at three levels: macro, meso and micro. Design/methodology/approach A review of the literature was conducted to evaluate the need for combining productivity and competitiveness into one new construct. There are theories that combine these ideas – e.g., the resource-based theory of the firm – but the authors are presenting these concepts differently, or in a novel way. The authors’ focus on CP makes necessary a new group of construct measures which are different from that of the strategy literature: the authors measure an agent’s tendency “to be better than the competition” along multiple dimensions. Based on the CP construct, the authors present three testable models to uncover determinants of CP at three levels (macro, meso and micro). Finally, the work around “emergent property” can be applied to examine CP itself as being a determinant for other higher-order outcomes such as welfare, profits and life satisfaction. CP forms a platform to explore likely interplay (bottom-up and/or top-down mechanisms) within the micro–meso–macro architecture. Findings Three CP models were developed and are briefly discussed in this paper: first, a National Competitive Productivity (NCP) model to capture the components/drivers of national CP (macro level). Second, a Firm Competitive Productivity (FCP) model to capture the components/drivers of firm CP within an industry context (meso). And finally, an Individual Competitive Productivity (ICP) model capturing the components/drivers of CP at the individual (micro) level. Originality/value The study provides a combined approach to capture productivity and competitiveness within one innovative concept: CP. It can be used by government and policy makers (NCP model), managers and organisations (FCP model), and individuals such as workers and students (ICP model) to evaluate and enhance their performance. A better understanding of the components/drivers of CP at the three levels and the suggested measurement of CP should provide a stronger theory of competitiveness of nations, firms and individuals. Not least should a focus on the three levels (macro, meso and micro) better prepare citizens, firms, workers and students to effectively function and work in the marketplace and in society. The authors’ work should eventually contribute to more effective benchmarking and continuous improvement in the competitiveness domain. Crucially, this conceptual paper forms the foundation for future empirical testing of CP components in the context of the re","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-08-2018-0118","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46678700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-07-01DOI: 10.1108/CCSM-02-2018-0024
Yantao Ling
Purpose The purpose of this paper is to examine the influence of managerial cultural values and the contextual environment (country of origin and country of operation) on corporate social responsibility (CSR) investments in three Asian countries. Design/methodology/approach A total of 150 questionnaires were collected from 150 companies located in Taiwan, Malaysia and Singapore. The potential influence of ethnicity on cultural values was controlled by collecting data from ethnic Chinese managers. Findings The results show that senior managers, especially their cultural values, play a crucial role in directing Asian companies’ CSR investments. In addition, the context (a firm’s country of origin and country of operation) also differentiates the cultural values and CSR investments in these three countries. Originality/value The study adds to the understanding of the influence of managerial cultural values and context on various aspects of CSR. Especially, the study offers valuable managerial implications for CSR implementation from the Chinese management perspective. Considering the fast global expansion of Chinese companies, the results concerning how Chinese managers’ cultural values influence their CSR investments priority offer valuable managerial implications. The comparisons of cultural values and CSR investments priority among ethnic Chinese managers in different contextual environments also serve as good starting points for future studies.
{"title":"Cultural and contextual influences on corporate social responsibility","authors":"Yantao Ling","doi":"10.1108/CCSM-02-2018-0024","DOIUrl":"https://doi.org/10.1108/CCSM-02-2018-0024","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine the influence of managerial cultural values and the contextual environment (country of origin and country of operation) on corporate social responsibility (CSR) investments in three Asian countries.\u0000\u0000\u0000Design/methodology/approach\u0000A total of 150 questionnaires were collected from 150 companies located in Taiwan, Malaysia and Singapore. The potential influence of ethnicity on cultural values was controlled by collecting data from ethnic Chinese managers.\u0000\u0000\u0000Findings\u0000The results show that senior managers, especially their cultural values, play a crucial role in directing Asian companies’ CSR investments. In addition, the context (a firm’s country of origin and country of operation) also differentiates the cultural values and CSR investments in these three countries.\u0000\u0000\u0000Originality/value\u0000The study adds to the understanding of the influence of managerial cultural values and context on various aspects of CSR. Especially, the study offers valuable managerial implications for CSR implementation from the Chinese management perspective. Considering the fast global expansion of Chinese companies, the results concerning how Chinese managers’ cultural values influence their CSR investments priority offer valuable managerial implications. The comparisons of cultural values and CSR investments priority among ethnic Chinese managers in different contextual environments also serve as good starting points for future studies.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-02-2018-0024","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47371024","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-06-27DOI: 10.1108/CCSM-02-2019-0035
Jakob Lauring, D. Guttormsen, Y. McNulty
Purpose The purpose of this paper is to explore how interaction adjustment influences personal development for expatriates and to examine whether the effect differs between adults that have, and have not, lived abroad during their adolescence. Design/methodology/approach The authors use survey responses from 424 business expatriates in Asia distinguishing between adult third culture kids (ATCKs) that have lived abroad during their adolescence and adult mono-culture kids (AMCKs) who have not. Findings The results show that while interaction adjustment generally improves the experience of personal development, this effect is stronger for ATCKs. AMCKs will experience personal development almost independently of their interaction adjustment with host nationals solely due to the novelty of the international experience. For ATCKs, just being in the new country is not enough for them to feel they have developed personally; they need to engage more deeply with the local population to achieve this. Originality/value The authors still know very little about ATCKs and about how expatriation during their adulthood develops them personally, given they have already had international experiences at a young age.
{"title":"Adult third culture kids: adjustment and personal development","authors":"Jakob Lauring, D. Guttormsen, Y. McNulty","doi":"10.1108/CCSM-02-2019-0035","DOIUrl":"https://doi.org/10.1108/CCSM-02-2019-0035","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore how interaction adjustment influences personal development for expatriates and to examine whether the effect differs between adults that have, and have not, lived abroad during their adolescence.\u0000\u0000\u0000Design/methodology/approach\u0000The authors use survey responses from 424 business expatriates in Asia distinguishing between adult third culture kids (ATCKs) that have lived abroad during their adolescence and adult mono-culture kids (AMCKs) who have not.\u0000\u0000\u0000Findings\u0000The results show that while interaction adjustment generally improves the experience of personal development, this effect is stronger for ATCKs. AMCKs will experience personal development almost independently of their interaction adjustment with host nationals solely due to the novelty of the international experience. For ATCKs, just being in the new country is not enough for them to feel they have developed personally; they need to engage more deeply with the local population to achieve this.\u0000\u0000\u0000Originality/value\u0000The authors still know very little about ATCKs and about how expatriation during their adulthood develops them personally, given they have already had international experiences at a young age.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-02-2019-0035","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45648011","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-06-17DOI: 10.1108/CCSM-01-2019-0018
Xin Li, T. Andersen, C. A. Hallin
Purpose The purpose of this paper is to propose an alternative perspective on Zhong-Yong that is different from the notion of “Yin-Yang balancing” and apply it to understand the issue of balancing the top-down and bottom-up processes in strategy making. Design/methodology/approach The authors adopt a “West meets East” mindset and approach to develop an alternative perspective on Zhong-Yong, and then apply this perspective to understand the issue of balancing the top-down and bottom-up processes in strategy making. There are three steps in the process of developing the alternative perspective. First, the authors argue that the essence of “Yin-Yang balancing” is a ratio-based solution to paradoxical balancing, which is in fact equivalent to Aristotle’s doctrine of the mean and compatible with some western management scholars’ approaches to solving paradox. Second, the authors identify a different generic solution to paradoxical balancing implicit in the western management literature. Third, the authors find in the original text of Zhong-Yong equivalent ideas to the identified different generic solution and then propose an alternative perspective on Zhong-Yong that is fundamentally different from the notion of “Yin-Yang balancing.” Findings Applied to the issue of balancing the top-down and bottom-up processes in strategy making, the new perspective on Zhong-Yong provides us with the following prescriptive insights from the life-wisdom of eastern philosophy: first, top management (e.g. Shun as the sage-king) must listen to various views and opinions also from employees and low-level managers at the bottom of the organization to be better informed about complex issues. Second, top management must analyze the diverse elements of the various views and opinions they collect and synthesize by taking the good from the bad to find smarter solutions and make decisions with better outcomes. Third, abiding by a set of (more or less) cohesive values help top managers be open and receptive to information and insights from low-level organizational members and enhancing unbiased information. Research limitations/implications This paper is mainly a theoretical perspective. Empirical work is needed to test the prescriptions offered in this paper. Practical implications Practitioners may learn new perspectives from ancient Chinese philosophies on how to balance. Originality/value This paper applies a new perspective on Zhong-Yong to an important paradox in strategic management.
{"title":"A Zhong-Yong perspective on balancing the top-down and bottom-up processes in strategy-making","authors":"Xin Li, T. Andersen, C. A. Hallin","doi":"10.1108/CCSM-01-2019-0018","DOIUrl":"https://doi.org/10.1108/CCSM-01-2019-0018","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to propose an alternative perspective on Zhong-Yong that is different from the notion of “Yin-Yang balancing” and apply it to understand the issue of balancing the top-down and bottom-up processes in strategy making.\u0000\u0000\u0000Design/methodology/approach\u0000The authors adopt a “West meets East” mindset and approach to develop an alternative perspective on Zhong-Yong, and then apply this perspective to understand the issue of balancing the top-down and bottom-up processes in strategy making. There are three steps in the process of developing the alternative perspective. First, the authors argue that the essence of “Yin-Yang balancing” is a ratio-based solution to paradoxical balancing, which is in fact equivalent to Aristotle’s doctrine of the mean and compatible with some western management scholars’ approaches to solving paradox. Second, the authors identify a different generic solution to paradoxical balancing implicit in the western management literature. Third, the authors find in the original text of Zhong-Yong equivalent ideas to the identified different generic solution and then propose an alternative perspective on Zhong-Yong that is fundamentally different from the notion of “Yin-Yang balancing.”\u0000\u0000\u0000Findings\u0000Applied to the issue of balancing the top-down and bottom-up processes in strategy making, the new perspective on Zhong-Yong provides us with the following prescriptive insights from the life-wisdom of eastern philosophy: first, top management (e.g. Shun as the sage-king) must listen to various views and opinions also from employees and low-level managers at the bottom of the organization to be better informed about complex issues. Second, top management must analyze the diverse elements of the various views and opinions they collect and synthesize by taking the good from the bad to find smarter solutions and make decisions with better outcomes. Third, abiding by a set of (more or less) cohesive values help top managers be open and receptive to information and insights from low-level organizational members and enhancing unbiased information.\u0000\u0000\u0000Research limitations/implications\u0000This paper is mainly a theoretical perspective. Empirical work is needed to test the prescriptions offered in this paper.\u0000\u0000\u0000Practical implications\u0000Practitioners may learn new perspectives from ancient Chinese philosophies on how to balance.\u0000\u0000\u0000Originality/value\u0000This paper applies a new perspective on Zhong-Yong to an important paradox in strategic management.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2019-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-01-2019-0018","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42577302","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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