Management International Review

Publications in this journal

• Article: The Combined Effect of International and Product Diversification Strategies on the Performance of U.S.-Based Multinational Corporations.

  sambharya
  Management International Review 02/2013; 35(3):197-218.
• Article: 1. Hutchings, K.; Michailova, S., & Harrison, E. 2013. Neither ghettoed nor cosmopolitan: A study of Western women’s perceptions of gender and cultural stereotyping in the United Arab Emirates. Management International Review, 53(2)

  K. 1. Hutchings, Michailova, E Harrison
  Management International Review 01/2013;
• Article: Impacts of Risk and Service Type on Nearshore and Offshore Investment Location Decisions

  Eugene D. Hahn, Kraiwinee Bunyaratavej, Jonathan P. Doh
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  ABSTRACT: • Offshoring of services has gained considerable attention in management circles. However, little empirical research has explored the emerging sourcing alternative of nearshoring, despite the fact that firms situate about one out of five projects abroad in a nearshore location as opposed to an offshore location. • We empirically assess the impact of economic and risk factors regarding firms’ services location choices between offshoring and nearshoring. We find these factors influence firm decision-making regarding services offshoring location choices, and that these factors are more or less important to firms depending on whether the firm offshores relatively higher versus relatively lower skill services. • Offshoring firms appear willing to trade off some gains in one area (lower wages) to mitigate costs in others (higher risk), and that the factors that drive nearshoring are qualitatively different than those that influence offshoring. KeywordsNearshoring–Offshoring–Services–Foreign direct investment
  Management International Review 05/2012; 51(3):357-380.
• Article: Learning Before Making the Big Leap

  B. Elango, Chinmay Pattnaik
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  ABSTRACT: • In the past two decades, emerging market countries have opened their markets, resulting in increasing competition from foreign firms. To cope with the influx of new competition, these firms need to develop skills and competencies on par with their new international rivals. One of the strategies employed by firms in these markets is the use of serial acquisitions to build capabilities and has been referred to as the springboard perspective. • We use a sample of 175 acquisitions made by Indian firms during the period 2000–2006. Findings support the underlying premise of the study that firms acquire targets serially but of increasing value in a sequential manner to learn and build capabilities. By acquiring targets in this manner, these firms seek to minimize risk as well as optimize their ability to learn from the acquisitions. • The results of this study offer broad support for the recently advanced springboard perspective which expands the Uppsala model to include acquisitions. While unconventional, this strategy is a potential option for emerging market firms to acquire competencies to cope with the rapid increase in competitive pressure. KeywordsEmerging market MNCs–Acquisitions–Internationalization–Springboard perspective–Emerging markets–India
  Management International Review 05/2012; 51(4):461-481.
• Article: Biblio Service

  Sibylle Böttner
  Management International Review 05/2012; 51(5):729-733.
• Article: The Performance Effects of Headquarters’ Involvement in Lateral Innovation Transfers in Multinational Corporations

  Mo Yamin, Hsin-Ju ‘Stephie’ Tsai, Ulf Holm
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  ABSTRACT: • Developing an analytical framework to help examine the impact of HQs direct involvement in lateral innovation transfers on efficiency and effectiveness of • Develop hypotheses which are tested by multiple regression analyses on data relating to 129 lateral innovation transfers in multinational corporations • Three key findings: dyadic willingness positively affects transfer efficiency and effectiveness willingness HQ involvement negatively effects transfer efficiency; HQ involvement negatively moderates the effect of willingness on transfer effectiveness • HQ face a dilemma in managing lateral transfers: on the one hand, the network structure that typifies many MNCs has beneficial impacts on the performance of the transfer process; on the other hand the HQ need to ensure that lateral transfers initiated by subsidiaries (‘organic’ transfers) are in line with MNC strategy. However the findings from our study strongly suggest that HQ direct involvement in the transfer process is at best a very blunt instrument for achieving a resolution of this dilemma. KeywordsMultinational corporations–HQ involvement–Innovation transfer efficiency–Effectiveness–Transfer performance
  Management International Review 05/2012; 51(2):157-177.
• Article: Advancing New Theory Development in the Field of International Management

  Joseph L. C. Cheng, Wenxin Guo, Bradley Skousen
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  ABSTRACT: • This paper seeks to re-engage international management (IM) scholars in conducting research that aims to develop breakthrough knowledge for major advancement. • A “phenomenon-motivated, existing-theory informed, and interdisciplinary-based” investigative approach is proposed based on an analysis of the new theory development process with illustrations from the influential works of a select group of pioneering researchers in IM and related fields. • Five emerging IM phenomena resulting from recent changes in the global business environment are recommended for study using the proposed investigative approach to create new theories that have both scholarly and practical significance. KeywordsTheory creation–Breakthrough knowledge–Interdisciplinary research–International business–Globalization
  Management International Review 05/2012; 51(6):787-802.
• Article: How German, Japanese, and U.S. Executives View Markets and Planning as Alternative Coordinating Mechanisms

  William G. Egelhoff, Erich Frese
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  ABSTRACT: • Markets and central planning are alternative mechanisms for coordinating economic activity within economies and firms. A multi-level economics literature describes and contrasts the coordinating characteristics of markets and planning. While it assumes these characteristics reflect the perceptions and decisions of economic actors, this behavioural assumption has not been tested. • Based on the literature, the study develops hypotheses specifying how executives will perceive the coordinating characteristics of markets and planning. Using existing theory about individualism-collectivism, the study further hypotheses how the perceptions are likely to vary between individualistic and collectivistic cultures. When tested with a sample of top German, Japanese, and U.S. executives, the results, with two exceptions, support the hypotheses. • Going beyond the hypotheses, the study explores the preferences and underlying logic of executives across nationalities. German and U.S. executives share a similar cognitive structure. Japanese executives exhibit a different cognitive structure which reflects a more collectivistic culture. The study emphasizes the importance of testing the basic behavioural assumptions of economics and the need to consider culture a potential moderator of such assumptions. KeywordsMarkets–Planning–Executive preferences–Germany–Japan–United States
  Management International Review 04/2012; 51(4):511-532.
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  Article: Venturing Abroad by Emerging Market Enterprises

  Yadong Luo, Hongxin Zhao, Yagang Wang, Youmin Xi
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  ABSTRACT: • This study presents a dual strategic intent perspective, elucidating that international venturing by emerging economy private firms is prompted by exploiting firm-specific advantages, as well as circumventing market imperfection residuals embedded in home country economic transformation. • Our analysis of 1,355 Chinese private enterprises shows that their ownership-specific advantages in areas such as corporate governance, inherited advantage from mergers and acquisitions of state-owned companies, and inward internationalization increase the level of outward internationalization. Market imperfection residuals, such as industry structure uncertainty, also propel the inclination for internationalization. • Two types of international experiences, one possessed by entrepreneurs and the other by private firms they lead, are positively associated with the proclivity for international venturing. Their moderating effect on the link between some ownership-specific advantages and venturing is negative, suggesting a substitutive role of experience in interacting with ownership-specific advantages with the process of internationalization. KeywordsInternational venturing–Emerging market firms–Strategic intent
  Management International Review 04/2012; 51(4):433-459.
• Article: A Contingency Theory of Internationalization

  Elitsa R. Banalieva, Ravi Sarathy
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  ABSTRACT: • Studies of the internationalization-performance (I-P) relationship for emerging market multinational enterprises (EM MNEs) have yielded mixed results, suggesting that a contingency view of I-P for EM MNEs may be useful and timely. In particular, we suggest it is useful to analyze how the EMs’ trade liberalization can amplify or reduce the performance from foreign market penetration in the context of electronics vs. non-electronics EM MNEs. • Our framework suggests the I-P link is inverted-U shaped for electronics EM MNEs and linear for non-electronics EM MNEs. These relationships are further enhanced with higher trade liberalization. Our empirical tests with seven related measures of trade liberalization on a sample of 623 MNEs from 14 EMs for 2000–2006 largely support our theory. • Our article integrates and contributes to two small, growing, and related literatures: (1) the I-P relationship for EM MNEs per se; and (2) the effect of trade liberalization on firms’ internationalization. We conclude with fresh implications for theory, policy, and practice. KeywordsContingency theory–Multi-stage theory of internationalization–EM MNEs–Internationalization–Trade liberalization–Performance–Electronics industry
  Management International Review 04/2012; 51(5):593-634.
• Article: Predictors of Individual Knowledge Acquisition Commitment in a Post-Soviet Setting

  Ruth C. May, Wayne H. Stewart, Sheila M. Puffer, Daniel J. McCarthy, Donna E. Ledgerwood
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  ABSTRACT: • Drawing upon interdisciplinary literature, particularly institutional theory, we tested Nonaka’s (1994) predictors of individual knowledge acquisition commitment among 1,949 employees from four firms in Ukraine, a transition economy where low absorption of knowledge has slowed economic reforms. • Five personality traits explained nearly 44% of the variance in knowledge acquisition commitment, but the results concerning the influence of individuals’ perceptions of the organizational context were mixed. • The findings affirm the value of individual level research in international management (IM), and underscore the importance of contextualizing theoretical models of knowledge acquisition rather than assuming universality. • The results have practical implications for the performance of international joint ventures and subsidiaries that are dependent on host country labor in this context, and for indigenous firms attempting to transfer knowledge from developed economies. KeywordsKnowledge acquisition–Contextualizing theory–Institutional theory–Personality traits–Transition economies–Ukraine
  Management International Review 04/2012; 51(5):697-728.
• Article: R&D Investments of Multinational Corporations

  Rajaram Veliyath, Rakesh B. Sambharya
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  ABSTRACT: • This paper investigated the influence of country-level factors that have led to shifts in the patterns of international R&D investments made by Multinational Corporations (MNCs), from an exclusive focus on developed countries to a broader scope that also includes developing countries. • Differences in a country’s national technological innovation capability, that comprised the country’s capacity for the creation of technology, technology infrastructure and the development of human skills, were the most important factors in attracting R&D investments. • Different strategic motivations like home-base exploiting versus home-base augmenting foreign R&D investments are attracted to countries with differing national innovation capabilities. The country’s Intellectual Property Rights (IPR) score was also an important influence on R&D investments. International investor’s experience with the country, as measured by prior FDI inflows, was a critical element in attracting R&D investment inflows. KeywordsStrategic motivations for international R&D investments–Intellectual property rights–Institutions–National innovation capability
  Management International Review 04/2012; 51(3):407-428.
• Article: A Comparative Study of International and Domestic New Ventures

  Martine Spence, Barbara Orser, Allan Riding
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  ABSTRACT: • This paper draws on theories of the SME internationalization process to compare profiles of international new ventures (INVs) and domestic new ventures (DNVs). • The work documents the incidence of INVs through a large survey of small- and medium-sized enterprises. • INVs operate across all sectors. Exporting is as common among new firms as among established firms regardless of sector. No gender differences in ownership between the international and domestic cohorts were observed. Compared to domestic firms, INV owners are more experienced, growth-oriented, and are disproportionately more likely to be owned by recent-immigrants. KeywordsInternational new ventures–Internationalization–Exporting–Network theory
  Management International Review 04/2012; 51(1):3-21.
• Article: Biblio Service

  Philippe Gugler
  Management International Review 04/2012; 50(3):399-401.
• Article: Biblio Service

  Iris Fischlmayr
  Management International Review 04/2012; 50(1):131-136.
• Article: Subsidiary Interdependencies and International Human Resource Management Practices in German MNCs

  Dirk Holtbrügge, Alex T. Mohr
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  ABSTRACT: • Using the resource-based view, this paper links the degree of interdependence that exists between subsidiaries of multinational corporations (MNCs) to the use of various International Human Resource Management (IHRM) practices. • We assume that in many MNCs this interdependence has increased the need for cross-border coordination. • We analyze to what extent MNCs use IHRM practices in order to enhance their coordination capability across national borders. • We present a framework that addresses these effects and empirically test it using data from a questionnaire survey among 142 majority-owned overseas subsidiaries of German MNCs. • The findings show that the degree of interdependence is related to the level of international experience of staff employed in subsidiaries, the use of third-country nationals, the provision of training, the use of cross-cultural management teams, and the choice of employee evaluation and reward methods. • We conclude by discussing the implications of our findings for IHRM practitioners and scholars as well as the limitations of our study. KeywordsInternational human resource management–Resource-based view–Transnational networks–Expatriates–Global teams–Intercultural training–Remuneration
  Management International Review 04/2012; 51(1):93-115.
• Article: A Commentary on Peter Buckley’s Writings on the Global Factory

  Mohammad Yamin
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  ABSTRACT: • Peter Buckley’s writings on the global factory with specific reference to the paper in this focused issue are discussed in this commentary. • The commentary points to the possible vulnerabilities of the global factory as an organisational form and links these vulnerabilities to features of the governance regime that supports the global factory. • The power of the global factory is not purely organisational but also political. The latter is particularly important when considering the impact of the global factory on world welfare and economic development. KeywordsGlobal factory–Multinational corporations–Global value chains–The visible hand–Embeddedness–Econcomic development
  Management International Review 04/2012; 51(2):285-293.
• Article: Entrepreneurship in Emerging Markets

  Paul Tracey, Nelson Phillips
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  ABSTRACT: • This paper focuses on the importance of the institutional context in shaping the nature of entrepreneurship in emerging markets. More specifically, the paper argues that while the high degree of institutional uncertainty in emerging markets often acts as a barrier to entrepreneurship, it can also provide important opportunities for entrepreneurs. • We argue for the usefulness of recent work in neo-institutional theory as an approach to understanding the institutional context of emerging economies, and in particular for exploring the relationship between institutional uncertainty and entrepreneurship in emerging markets. • Drawing on neo-institutional theory, the paper develops a typology of possible institutional strategies available to entrepreneurs in emerging markets. Three strategies are identified: institutional brokering, spanning institutional voids, and bridging institutional distance. The success factors associated with each strategy are also considered. The paper concludes with a discussion of the implications of the framework for theory development and points to a number of areas for future research. KeywordsEmerging markets–Entrepreneurship–Institutional uncertainty–Neo-institutional theory–Strategy
  Management International Review 04/2012; 51(1):23-39.
• Article: Corporate Diversification, TMT Experience, and Performance

  Deeksha A. Singh, Ajai S. Gaur, Florian P. Schmid
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  ABSTRACT: • We investigate the effect of product diversity and geographic diversity on the performance of SMEs, using an integration of the upper echelons literature with the product and geographic diversification literature. • We propose an inverted U shaped relationship between product (geographic) diversification (PD/GD) and the performance of SMEs. We also propose that effect of PD and GD is contingent on one another and the TMT experience. • We find that both PD and GD have an inverted U shaped relationship with the SME performance. Further, PD and GD interact positively to enhance each other’s value in affecting firm performance. TMT experience also enhances the value of PD and GD for firm performance.
  Management International Review 04/2012; 50(1):35-56.
• Article: Biblio Service

  Sabine Frerichs
  Management International Review 04/2012; 50(6):827-832.