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This paper aims to investigate whether Foreign Direct Investment (FDI) can be driven by the creative compliance knowledge that firms gather in their home country through litigations with the government.

The authors draw on the knowledge-based view and organizational learning theory to argue that there is an inverted U-shaped relationship between experience in litigating with the home State and a firm’s level of FDI. The authors test this hypothesis using negative binomial regressions on a sample of Spanish listed firms for the period between 1986 and 2008.

The findings of this study confirm the hypothesized inverted U-shaped relationship between a firm’s experience in litigating with the home State and its FDI levels. Firms seem to face an exploration–exploitation dilemma regarding their compliance with domestic regulation. Once they have accumulated a certain amount of creative compliance knowledge, it would be better for them to exploit it both domestically and internationally in the form of creative compliance routines, instead of continuing to push the limits of regulation.

Firms willing to explore the gray areas of the law are usually forced to litigate with the State. As a result, they develop creative compliance knowledge that they can incorporate into their legal routines and capabilities so that they can later exploit it in foreign countries. To the best of the authors’ knowledge, this is the first paper that attempts to understand the influence of creative compliance knowledge on a firm’s international investments.

During this current decade, many studies analyzing the use of co‐operative agreements by Spanish firms have been realized. Analyzes the results of these papers to determine if the main features of alliances signed by Spanish firms coincide with those observed in other studies on co‐operative agreements having a European or a worldwide focus. The results of the analysis show that, although a good deal of similarity can be found, certain singularities also exist that can be interpreted as a consequence of the integration of Spain into the European Union.

We analyze how entry order in a new field influences the stock market reaction to strategic alliances and acquisitions aimed at expanding firm boundaries. We argue that alliances would be more valued by investors at the early stages of a process of convergence between two markets, whereas acquisitions would be more valued in the later stages. Using a sample of alliances and acquisitions carried out by European telecom firms, our hypotheses have been confirmed.

In this paper we analyze the influence of transaction costs on the stock market reaction to global alliance formation. In particular, we analyze to what extent the stock market reacts negatively to the presence of attributes that increase motivation or coordination costs. We adopt a relational framework, analyzing the direct impact of these attributes not only on transaction costs but also on the potential synergies of the alliance and the incentives to invest in the relationship. Our results show that the stock market reacts negatively to transaction costs only in connection with free riding hazards.

This paper aims to provide a comprehensive view of the role of previous cooperative relationships between partners at the different stages of development of strategic alliances: formation, design and post-formation, as well as their effect on alliance performance.

This paper is a comprehensive review of the literature.

This paper shows that the relationship between prior ties and alliance outcomes is more complex than what it seems at first sight. The impact that prior ties have on alliance performance and organizational adaptation is not always positive.

The main implication of this paper for researchers and managers is to show the need to consider the risks of repeated relationships between partners. This research could be developed by conducting a meta-analysis.

This paper provides a comprehensive view of the impact of prior ties between the partners in strategic alliance outcomes. This paper sheds light on some inconclusive results of previous research on this topic.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

If there's just one thing a global recession can teach us it is that nations' economies are dependent on each other. Never before has the phrase “global village” been so true. Emerging market organizations have been making their presence felt and doing it in a way which can be quite startling for some traditionalists of the “western world”.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This paper aims to, through the disintegration of the innovation process in this paper, attempt to shed light on what are some of the distinctive features of this phenomenon, such as: Who is outsourcing R&D? What types of R&D services are being outsourced across the R&D value chain and to whom? Where are firms outsourcing these services? and Why do firms decide to outsource them? Outsourcing practices of some stages of the R&D process to specialized providers have been gaining momentum during the past years even by firms operating in high-tech sectors.

The data used in this paper stem from an original international survey on R&D services outsourcing. This survey includes a sample of 182 US and European Union firms competing in technology-intensive industries.

This study provides evidence of the existence of a global outsourcing market that covers practically all the R&D stages and is widely used by technological firms. However, it highlights the importance of multinationality to be able to use R&D outsourcing as a tool for value creation.

Despite the relevance of this phenomenon, previous studies tend to analyze the R&D function as a whole. However, through the disintegration of the innovation process, this paper provides original international data which helps to analyze the real magnitude and scope of this R&D offshore outsourcing process at the transactional level.

This paper aims at identifying practices that help managers to cope with two opposing forces related to global alliance management: the desirable gradual development of the alliance – due to time compression diseconomies in trust formation – and the need to accelerate this development in order to react quickly to the challenges of a global market. On the basis of a single case study, we show that several practices can be used to guarantee that acceleration does not put in danger either trust formation or other sources of relational rents.

This case should facilitate participants to analyze the influence of internal and external factors on a growing company in the dairy, agro and food industries; analyze the drivers of a company’s competitive advantage; evaluate the relevance of the company in the new product-markets; and propose growth strategies for the expansion of the business beyond the core markets.

Gyan Dairy began its journey in 2007 and operated in the business-to-business segment by supplying skimmed milk powder and white butter to other dairy players. Then, the company launched its packaged milk brand in Lucknow – the capital city of Uttar Pradesh – one of the largest provinces in India. By the end of 2020, Gyan was the leading private dairy brand in Uttar Pradesh. The company’s vision was to become one of the top dairy brands in India by 2035. While deliberating on the growth choice, the company’s senior management debated whether to strengthen the company’s position in the existing markets or expand operations in adjacent locations. Increasing market share would have led to price wars or advertising costs. Diversifying into product categories involved the risk of product–market misfit and new product development and marketing costs. However, pursuing these options would further strengthen the company’s position in the North Indian market. Expanding into new locations would help establish the company’s presence across different parts of India. However, both these options were replete with various challenges. Expanding into new markets needed one of the promoters of the Gyan Diary, to relocate, build new markets and institutional connections and build a completely new localized economy of scale, which would create a financial burden on existing operations until the new operation was self-sustainable. However, in this journey, they would find and build a model to help expand their operations in other countries as well. Ideally, the company could pursue all the options, but this was not possible due to constrained resources.

This case allows students to discuss and evaluate alternate growth options associated with operationalizing the growth strategy choices in perishable branded food categories beyond existing markets and products. In addition, it also helps discuss how to arrive at such decisions after analyzing the focal firm’s market opportunities and existing capabilities. This case is helpful for the “growth strategy” module in the strategic management core course in a general MBA program and in specialized MBA programs in food and agri-business management.

This case is suitable for graduate-level courses on strategic management courses in general management programs and agri-business management programs. In a strategic management course, the case will help cover topics such as analysis of the internal and external environment of the firm and growth and expansion strategies. This case will help teach how to build competitive advantage in dairy and agro-food industries and the strategic analysis needed while pursuing growth decisions. Emerging markets, including India, are the growth markets for leading multinational companies in the food and dairy industries.

Teaching notes are available for educators only.

CSS 11: Strategy.

The literature on how emerging market multinational enterprises (EMNEs) overcome the liability of emergingness/origin has sidestepped a prerequisite for any efforts to overcome liability, namely, corporate compliance. The authors argue that EMNEs build corporate compliance capability as a knowledge-based firm-specific advantage (FSA) to adapt to institutional norms in advanced economies. In this study, the authors empirically examine the intricate relationships between corporate compliance capability and performance in the US subsidiaries of Chinese firms.

In this study, the authors use survey data to empirically examine the intricate relationships between corporate compliance capability and performance in the US subsidiaries of Chinese firms.

The findings reveal a positive relationship between corporate compliance capability and subsidiary performance, as mediated by local financing.

The study suggests that corporate compliance capability helps a subsidiary gain legitimacy, which leads to local resource acquisition and utilization. Corporate compliance capability thus serves as a source of a knowledge-based FSA for EMNEs in developed economies.