The globalization of supply chains is both the enabler and the effect of the globalized economy. Recently, it has become clear that the high level of efficiency of tight global supply chains came with a cost as turbulence and resulting supply chain disruptions have become more frequent and common. A greater level of resilience in the global supply chain stands out as the main mechanism to mitigate challenges. While achieving resilience without doubt is challenging for companies, we suggest that it can be done and we discuss a selection of initiatives companies can take in this regard.
{"title":"Resilience: Easier Said Than Done – But It Can Be Done!","authors":"Torben Pedersen, Peter D. Ørberg Jensen","doi":"10.46697/001c.75254","DOIUrl":"https://doi.org/10.46697/001c.75254","url":null,"abstract":"The globalization of supply chains is both the enabler and the effect of the globalized economy. Recently, it has become clear that the high level of efficiency of tight global supply chains came with a cost as turbulence and resulting supply chain disruptions have become more frequent and common. A greater level of resilience in the global supply chain stands out as the main mechanism to mitigate challenges. While achieving resilience without doubt is challenging for companies, we suggest that it can be done and we discuss a selection of initiatives companies can take in this regard.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"42 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72513608","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Further recognizing the high uncertainty and volatility faced by multinational corporations (MNCs) in the current geopolitical environment, this AIB Insights issue continues our prior issue’s theme with three geopolitics-focused articles on stay or exit decisions in geopolitical crises, geopolitical resilience, and managing disengagement during political disruptions. It also contains articles on building inclusive governance of global value chains and mature subsidiaries in emerging markets, along with an interview with lebua Hotels & Resorts CEO Deepak Ohri. A brief update on the journal’s progress is also provided.
{"title":"Letter from the Editor: More Geopolitics, Global Value Chains, Mature MNE Subsidiaries and an Interview with Deepak Ohri","authors":"William Newburry","doi":"10.46697/001c.74783","DOIUrl":"https://doi.org/10.46697/001c.74783","url":null,"abstract":"Further recognizing the high uncertainty and volatility faced by multinational corporations (MNCs) in the current geopolitical environment, this AIB Insights issue continues our prior issue’s theme with three geopolitics-focused articles on stay or exit decisions in geopolitical crises, geopolitical resilience, and managing disengagement during political disruptions. It also contains articles on building inclusive governance of global value chains and mature subsidiaries in emerging markets, along with an interview with lebua Hotels & Resorts CEO Deepak Ohri. A brief update on the journal’s progress is also provided.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"91 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79965189","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article explores the concept of sustainable expatriate management, which incorporates environmental, social, and economic factors, and how it can be implemented in a corporate context. We argue that with increasing societal and environmental issues, it is crucial to revisit the overall global philosophy and policies, including the expatriate life cycle. We apply the UN Sustainable Development Goals (SDGs) framework to examine how businesses can remodel their practices to become more resilient. Furthermore, based on a systematic literature review, we identified gaps in research on the integration of environmental factors into sustainable expatriate management. Lastly, this article presents a model for understanding the three layers of sustainability in expatriate management, which can assist practitioners in identifying blind spots and material topics.
{"title":"Sustainable Expatriate Management: Rethinking International Assignments","authors":"M. Schmitz, Enno Ommen, Anja Karlshaus","doi":"10.46697/001c.74200","DOIUrl":"https://doi.org/10.46697/001c.74200","url":null,"abstract":"This article explores the concept of sustainable expatriate management, which incorporates environmental, social, and economic factors, and how it can be implemented in a corporate context. We argue that with increasing societal and environmental issues, it is crucial to revisit the overall global philosophy and policies, including the expatriate life cycle. We apply the UN Sustainable Development Goals (SDGs) framework to examine how businesses can remodel their practices to become more resilient. Furthermore, based on a systematic literature review, we identified gaps in research on the integration of environmental factors into sustainable expatriate management. Lastly, this article presents a model for understanding the three layers of sustainability in expatriate management, which can assist practitioners in identifying blind spots and material topics.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"23 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78186850","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Cristina Di Stefano, S. Elia, P. Garrone, L. Piscitello
The consumption of natural resources has dramatically increased over the last 50 years and is expected to continue to rise. Also, environmental and geopolitical issues expose the economic system to uncertainty and risk. We claim that the circular economy approach is a potential solution that enables multinational enterprises to enhance their resilience by reducing the reliance on raw materials and the fragility of the supply chain, improving efficiency, and generating new revenue streams. This, in turn, affects the global value chains and the economic system. Lastly, we outline the role of all global economic actors in the circular transformation.
{"title":"The Circular Economy as a New Production Paradigm to Enhance Resilience of MNEs and the Economic System","authors":"Cristina Di Stefano, S. Elia, P. Garrone, L. Piscitello","doi":"10.46697/001c.74163","DOIUrl":"https://doi.org/10.46697/001c.74163","url":null,"abstract":"The consumption of natural resources has dramatically increased over the last 50 years and is expected to continue to rise. Also, environmental and geopolitical issues expose the economic system to uncertainty and risk. We claim that the circular economy approach is a potential solution that enables multinational enterprises to enhance their resilience by reducing the reliance on raw materials and the fragility of the supply chain, improving efficiency, and generating new revenue streams. This, in turn, affects the global value chains and the economic system. Lastly, we outline the role of all global economic actors in the circular transformation.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"3 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87207115","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Surviving and thriving in the context of VUCA (volatility, uncertainty, complexity, and ambiguity) has become a pressing issue in international business. While contemporary international business scholarship offers insight into resilience-building under VUCA conditions, the mechanisms that link decision-making at the top with organizational action are less clear. We proffer a sand-clock model of resilience-building that combines resourcefulness, time interpretations, and entrepreneurial judgments. MNE decision-makers can apply the model to build resilience for surviving and thriving in a VUCA context by embracing sustainability, analyzing temporal signals, and making better judgments.
{"title":"Building Resilience for Surviving and Thriving in a VUCA Context","authors":"Aureliu Sindila, N. Foss, X. Zhan","doi":"10.46697/001c.73812","DOIUrl":"https://doi.org/10.46697/001c.73812","url":null,"abstract":"Surviving and thriving in the context of VUCA (volatility, uncertainty, complexity, and ambiguity) has become a pressing issue in international business. While contemporary international business scholarship offers insight into resilience-building under VUCA conditions, the mechanisms that link decision-making at the top with organizational action are less clear. We proffer a sand-clock model of resilience-building that combines resourcefulness, time interpretations, and entrepreneurial judgments. MNE decision-makers can apply the model to build resilience for surviving and thriving in a VUCA context by embracing sustainability, analyzing temporal signals, and making better judgments.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"17 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82776476","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We provide a holistic framework for enhancing geopolitical resilience in IB, comprising four complimentary views (inside-in, inside-out, outside-in, and outside-out) along with actionable insights to key stakeholders (e.g., practitioners) grappling with geopolitics in IB. We recommend to: (i) treat geopolitics as an endogenous and continuous process, (ii) anticipate the effects of larger politico-economic dynamics, (iii) enhance resilience from an outside-out perspective, (iv) pursue multilevel analysis to that effect. Finally, we introduce a novel and more fundamental conceptualization of resilience to those encountered in the literature (e.g., of ‘bouncing back’, ‘above’, or ‘beyond’). Namely, ‘bouncing with’ the waves of contemporary geopolitics.
{"title":"From Fragmented Geopolitics to Geopolitical Resilience in International Business","authors":"Dino Bozonelos, D. Tsagdis","doi":"10.46697/001c.73803","DOIUrl":"https://doi.org/10.46697/001c.73803","url":null,"abstract":"We provide a holistic framework for enhancing geopolitical resilience in IB, comprising four complimentary views (inside-in, inside-out, outside-in, and outside-out) along with actionable insights to key stakeholders (e.g., practitioners) grappling with geopolitics in IB. We recommend to: (i) treat geopolitics as an endogenous and continuous process, (ii) anticipate the effects of larger politico-economic dynamics, (iii) enhance resilience from an outside-out perspective, (iv) pursue multilevel analysis to that effect. Finally, we introduce a novel and more fundamental conceptualization of resilience to those encountered in the literature (e.g., of ‘bouncing back’, ‘above’, or ‘beyond’). Namely, ‘bouncing with’ the waves of contemporary geopolitics.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"51 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86559205","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Geopolitical crises can create conflicting obligations for MNEs operating in now-hostile host countries, often requiring a strategic balance between home-country pressures to exit and the importance of continuing business in the present or retaining the option to re-enter business in the future. To identify such strategies and the country- and firm-specific characteristics informing such strategic decisions, I draw lessons from business history and an analysis of ongoing MNE responses to Russia’s invasion of Ukraine to provide insights into two specific options which managers can employ: namely, leveraging home country neutrality and relying on local partners to steward host-country operations. I also suggest steps managers can take to build resiliency for their MNEs in the event of future geopolitical crises.
{"title":"Should We Stay or Should We Go? MNE Decisions to Withdraw or Remain during Geopolitical Crises","authors":"Thomas DeBerge","doi":"10.46697/001c.72795","DOIUrl":"https://doi.org/10.46697/001c.72795","url":null,"abstract":"Geopolitical crises can create conflicting obligations for MNEs operating in now-hostile host countries, often requiring a strategic balance between home-country pressures to exit and the importance of continuing business in the present or retaining the option to re-enter business in the future. To identify such strategies and the country- and firm-specific characteristics informing such strategic decisions, I draw lessons from business history and an analysis of ongoing MNE responses to Russia’s invasion of Ukraine to provide insights into two specific options which managers can employ: namely, leveraging home country neutrality and relying on local partners to steward host-country operations. I also suggest steps managers can take to build resiliency for their MNEs in the event of future geopolitical crises.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"95 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90690106","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Subsidiaries that were established in emerging markets many decades ago require different management practices than new market entrants and indigenous firms. The international business (IB) literature lacks both theories that predict the behaviors of mature subsidiaries in host countries as well as a solid empirical base to sufficiently comprehend this distinct category of firms. We explain the phenomenon, its distinct character, and underscore missed opportunities for research on mature subsidiaries in the IB field, with the ultimate goal of promoting research that can better advise managers of these multinational enterprises (MNEs).
{"title":"Mature MNE Subsidiaries in Emerging Markets: An Old Phenomenon with a New Research Agenda","authors":"F. Arndt, Christiaan Roell, Prof Vikas Kumar","doi":"10.46697/001c.72797","DOIUrl":"https://doi.org/10.46697/001c.72797","url":null,"abstract":"Subsidiaries that were established in emerging markets many decades ago require different management practices than new market entrants and indigenous firms. The international business (IB) literature lacks both theories that predict the behaviors of mature subsidiaries in host countries as well as a solid empirical base to sufficiently comprehend this distinct category of firms. We explain the phenomenon, its distinct character, and underscore missed opportunities for research on mature subsidiaries in the IB field, with the ultimate goal of promoting research that can better advise managers of these multinational enterprises (MNEs).","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"15 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82167907","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When companies experience political disruptions to their global business, such as Myanmar 2020 or Russia 2022, challenges in the host economy may be compounded by home country pressures to disengage. How can MNEs navigate such economic and ethical complexity? We suggest that MNEs facing pressures to exit should organize their decision process in three steps: First, clarify the financial implications considering the implications of disengagement for operations outside the focal country. Second, assess the ethical implications of continuing operations in the country. Third, opting to disengage, assess the merits of alternative disengagement strategies, including partial and full exit.
{"title":"It’s Hard to Say Goodbye: Managing Disengagement during Political Disruptions","authors":"K. Meyer, S. Estrin","doi":"10.46697/001c.72023","DOIUrl":"https://doi.org/10.46697/001c.72023","url":null,"abstract":"When companies experience political disruptions to their global business, such as Myanmar 2020 or Russia 2022, challenges in the host economy may be compounded by home country pressures to disengage. How can MNEs navigate such economic and ethical complexity? We suggest that MNEs facing pressures to exit should organize their decision process in three steps: First, clarify the financial implications considering the implications of disengagement for operations outside the focal country. Second, assess the ethical implications of continuing operations in the country. Third, opting to disengage, assess the merits of alternative disengagement strategies, including partial and full exit.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"11 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73245532","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
E. Wang, N. Driffield, J. Clegg, L. Miles, M. Alford, Jae Kim
As important actors in global value chains (GVCs), multinational enterprises exercise coordination and control over worldwide commodity, production, service, workforce and knowledge mobility. A level playing field for all GVC stakeholders remains absent. We argue for empowering subordinated stakeholders in the design of inclusive GVC governance, as a necessary condition, to harness the power of GVCs that enable many firms to internationalise in the first place. We propose a Framework for Intervention at the level of civil society and five actions, using a revived form of multilateralism, to empower the economic “South” and fundamentally anchor change for human development.
{"title":"What Does It Take to Build an Inclusive Governance of Global Value Chains? A Framework for Intervention","authors":"E. Wang, N. Driffield, J. Clegg, L. Miles, M. Alford, Jae Kim","doi":"10.46697/001c.71445","DOIUrl":"https://doi.org/10.46697/001c.71445","url":null,"abstract":"As important actors in global value chains (GVCs), multinational enterprises exercise coordination and control over worldwide commodity, production, service, workforce and knowledge mobility. A level playing field for all GVC stakeholders remains absent. We argue for empowering subordinated stakeholders in the design of inclusive GVC governance, as a necessary condition, to harness the power of GVCs that enable many firms to internationalise in the first place. We propose a Framework for Intervention at the level of civil society and five actions, using a revived form of multilateralism, to empower the economic “South” and fundamentally anchor change for human development.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"8 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80695375","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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