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Article
Publication date: 28 February 2023

Olena Liakh and Attilio Mucelli

This study aims to analyze how mixes of COVID-19 policy responses are shaping the context in which companies will compete in the following years, defining how the crisis might…

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Abstract

Purpose

This study aims to analyze how mixes of COVID-19 policy responses are shaping the context in which companies will compete in the following years, defining how the crisis might impact firms’ ability to keep their commitments to sustainable practices.

Design/methodology/approach

European country-performance data for the years 2019 and 2020 were grouped into indicators of macro sustainability, then cross-analyzed against the policies adopted during the period (also grouped based on their impacts on sustainability pillars), using correlations, factor analysis and clustering.

Findings

The influence of traditional sustainability determinants was reframed according to the novel context shaped by the policy responses to the pandemic crisis. The social and digitalization aspects gained the most relevance and appeared interconnected, with digitalization of employment attaining overall more traction. Moreover, changes in the leadership within sustainability domains were observed for each identified country-cluster, due to newly implemented emergency policies. In fact, environmental innovation, digitalization and social support policies appeared to be the main variables to be impacted by the intensity of the policy efforts.

Practical implications

Businesses monitoring the developments of sustainability policies closely, will observe novel trends in technological applications.

Social implications

Policymakers and researchers may gauge the efficacy of policies against the COVID-19 crisis in the domain of sustainable development and resilience.

Originality/value

This paper provides a cross-analysis of quantitative macroeconomic and quantified policy responses to the 2020 pandemic crisis, linking each indicator to the pillars of sustainability that were relevant for companies between the crucial pandemic outbreak years 2019 and 2020.

Details

Kybernetes, vol. 52 no. 7
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 20 July 2015

Francesca Spigarelli, Ilan Alon and Attilio Mucelli

This paper aims to examine the global competitiveness of an emerging market multinational (EMM) from China through the case of a major European acquisition, in Italy, in the heavy…

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Abstract

Purpose

This paper aims to examine the global competitiveness of an emerging market multinational (EMM) from China through the case of a major European acquisition, in Italy, in the heavy construction industry. Country- and firm-specific factors are considered. Horizontal integration in this oligopolistic industry changes the industry dynamics, with significant implications for its players.

Design/methodology/approach

The paper follows case study methodology and triangulates data through a literature review, an examination of available company data and interviews of key personnel. Firm- and country-specific factors, both advantages and disadvantages, including the business environment in the construction industry, globally and regionally, are analyzed.

Findings

The paper identifies several key success factors at the firm level, including the integration of research and development, marketing and sales; the development of extensive communication and trust among the managers of both companies; the exploitation of the Chinese market as a source of demand; and the shifting of selected production lines to the Chinese market.

Research limitations/implications

The traditional models of country-specific advantages/disadvantages and firm-specific advantages/disadvantages are augmented by examining the host market and industry task environments. Host country-specific factors for successful integration include favorable local conditions, both in terms of endowments and institutions, and an industrial cluster with supporting firms and services.

Practical implications

Following the case study, managers can refer to the key success factors to emulate “best practices”. The paper concludes with a heuristic developed by the Chairman of Zoomlinon, Chunxin Zhan, underlining five principles for a successful EEM acquisition: understanding, sharing, responsibility, compliance and coordination.

Originality/value

This paper develops a deep case study analysis and provides useful theoretical and practical implications with reference to Chinese acquisition in the Western markets.

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