Multinational Business Review: Volume 32 Issue 2

Beware the puppeteers: the role of geopolitics in the bargaining dynamics between a Russian politically connected MNC and the country of Montenegro

Liubov Ermolaeva, Andrei Panibratov, Desislava Dikova

This paper aims to use the obsolescing bargaining power (OBP) Model (Vernon, 1977, 1998) to analyze the case of United Company Rusal, a Russian politically connected multinational…

Does state ownership mitigate political risk in foreign direct investments? Evidence from subsidiary-level data for Norwegian MNEs

Asmund Rygh, Carl Henrik Knutsen

Recent international business research finds that state-owned multinational enterprises (SOMNEs) invest relatively more in politically risky host countries than do privately-owned…

Stabilizing or destabilizing: the effect of institutional investors on stock return volatility in an emerging market

Shallu Batra, Mahender Yadav, Ishu Jindal, Mohit Saini, Pankaj Kumar

This study aims to examine the impact of institutional investors and their classes on the stock return volatility of an emerging market. The paper also determines the moderating…

Diplomacy and MNE strategy: how international relations can influence international business

Christopher Andrew Hartwell, Dominique Ursprung

This study, a perspective piece, aims to argue that one particular slice of political institutional operations – the conduct of international relations – offers a clue to the…

Knowledge exploration in cross-border acquisitions: how does absorptive capacity matter?

Stephanie Moura, Christian Daniel Falaster, Thomas C. Lawton

This study aims to explore how the absorptive capacity of emerging market multinationals (EMNEs) facilitates increased acquirer performance in industry exploration and technology…

Home country influence in cross-border mergers and acquisitions by emerging market firms: a systematic review

Geer He, Ivar Padrón-Hernández

Emerging market firms (EMFs) are increasingly expanding their global presence through cross-border mergers and acquisitions (CBMAs). While such deals are distinct from those by…

The role of headquarters in managing coopetition within MNCs: a tale of two paradoxes

Roger Schweizer, Katarina Lagerström, Emilene Leite, Cecilia Pahlberg

The purpose of this paper is to contribute to the discussion on how multinational company (MNC) headquarters (HQs) can manage the existing coopetition paradox to ensure innovation…