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An obvious way to improve acquisition performance is to avoid completing value-destroying acquisitions. However, once announced, manager motivations often focus on completing acquisitions. The authors develop how external governance actors can interpret acquisition characteristics and make counter-signals that acquiring firm managers could use to improve acquisition outcomes. The authors specifically develop how managers may react to counter-signals by shareholders, media, analysts, and short sellers. While there is limited research considering these external governance actors, evidence suggests that managers’ reactions to these actors may vary. A more integrated assessment of external governance actors’ influence on acquisition completion offers an opportunity to better understand acquisition processes and performance.

This paper proposes a methodology for governing expatriate assignments in the context of corporate‐level objectives.

The approach taken is to envisage expatriate managerial assignments within the theoretical framework of agency theory and the knowledge‐based view of the firm. The paper begins with the view that knowledge acquisition and integration is a primary goal for most expatriate assignments. The relationship between expatriate managers and multinational corporation (MNC) headquarters from an agency perspective are considered and the notion of a “knowledge contract” as a means of governing that relationship is discussed. Four corporate‐level international strategies available to MNCs (global, international, transnational, and multidomestic) are then examined and the extent of agency problems under each strategy is discussed.

The paper makes specific predictions about the type of knowledge contract that is most likely to address agency problems for each corporate strategy.

This research extends agency theory by introducing the knowledge contract as a means of managing agency concerns. This offers a broader range of contract alternatives, moving researchers beyond traditional agency theoretic prescriptions. The research also contributes to the literature on expatriate management by integrating assignment success with research on corporate‐level international strategy. Few authors have recognized organizational strategy as an important unit of study in international human resource management. Doing so, however, has yielded a unique set of contingency relationships that would otherwise be obscured.

What leadership lessons in sustainability can be learned from historical clan survival stories that include elders' responses to survival events? We provide in this chapter analysis of stories of survival in which elders as leaders and advisers convey meanings and morals which serve as educative tools for their clans. The findings relate to current leadership style theories and align with principles of social, economic and environmental sustainability. By observations through an original framework and tabulation, the chapter concisely presents distilled wisdom for the management of current and future crisis events which may threaten supply chains and, consequently, short- and long-term sustainability. The findings are useful to several audiences, such as, organizational leaders, volunteers and community managers who are involved in crisis management and addressing its impact on employees and the broader community. The research also opens the pathway for academics to explore some new areas in survival management. Ultimately, we acknowledge the endeavours and achievements of our elders whose descendants we hope will appreciate the reflection of their contributions. It is the spirit of collaboration, sharing diverse experiences, as we all must do in a crisis, which we hope to learn from and share in the solutions moving forward to future events.

This study aims to examine how foreign and domestic firms react to policy uncertainty in an emerging economy. In addition, the study investigates if older foreign firms better adapt to policy uncertainty than newer entrants.

The study uses pharmaceutical sales data on India’s cardiovascular segment for January 2011–May 2016. The authors use fixed fixed-effects panel data regression to measure the market reactions of foreign and domestic firms faced with policy uncertainty.

While domestic and foreign firms react similarly to anticipated policy changes, foreign firms react more adversely to policy uncertainty. Among foreign firms, early entrants respond less adversely than new entrants.

Foreign firms are able to cope with anticipated policy changes in similar vein as the domestic firms by way of a priori reading of the host country’s regulatory landscape. The foreign firms’ response to policy uncertainty is significantly different from domestic firms. The difference between the market response of foreign and domestic firms decreases over time.

The authors' findings demonstrate that adaptability is the key for new foreign firms to face policy uncertainty. Foreign firms can respond to policy changes, especially the unanticipated ones by imbibing local practices.

The authors' findings suggest that enhanced policy uncertainty hurts foreign firms more adversely than domestic firms, and newer foreign firms are more hurt with policy uncertainty than the existing ones. Such uncertainty could also have unintended consequences for consumer welfare.

The authors' study uses two natural experiments in the same industry within short periods of time. The comparison offers key insights on the differences in domestic and foreign firm responses to the two types of policy uncertainty.

Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled advances in how current and prospective employees receive and process information about organizations. Once the domain of internal organizational public relations and human resources (HR) teams, most employment branding has moved beyond organizations’ control. This chapter provides a conceptual framework pertaining to third party employment branding, defined as communications, claims, or status-based classifications generated by parties outside of direct company control that shape, enhance, and differentiate organizations’ images as favorable or unfavorable employers. Specifically, the authors first theorize about the underlying mechanisms by which third party employment branding might signal prospective and current employees. Second, the authors develop a framework whereby we comprehensively review third party employment branding sources, thus identifying the different ways that third party employment branding might manifest. Third, using prototypical examples, the authors link the various signaling mechanisms to the various third party employment branding sources identified. Finally, the authors propose an ambitious future research agenda that considers not only the positive aspects of third party employment branding but also potential “dark sides.” Thus, the authors view this chapter as contributing to the broader employment branding literature, which should enhance scholarly endeavors to study it and practitioner efforts to leverage it.