Winfried Ruigrok, Dimitrios Georgakakis and Peder Greve
This paper contributes to the debate about the performance implications of adopting a regional as opposed to a global strategic posture. The aim of this paper is to argue that the…
Abstract
Purpose
This paper contributes to the debate about the performance implications of adopting a regional as opposed to a global strategic posture. The aim of this paper is to argue that the performance effects of a regionalization strategy vary based on the characteristics of the industry in which the MNE operates and the composition of its top management team (TMT).
Design/methodology/approach
This analysis is based on a cross‐sectional dataset of 211 large European MNEs headquartered in four Western European economies at the end of 2005.
Findings
Results show that firms adopting a regional orientation outperform MNEs with global strategic positioning. This positive relationship is less pronounced under conditions of industry dynamism and inter‐regional TMT diversity.
Originality/value
The study contributes to our understanding of whether and under what conditions MNEs benefit from adopting a regional as opposed to a global strategic posture.
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Keywords
Tommaso Vallone, Stefano Elia, Peder Greve, Lisa Longoni and Daniele Marinelli
We study the relationship between firms’ top management teams (TMT) and internationalization complexity. We consider the effect of three different sets of TMT characteristics �…
Abstract
We study the relationship between firms’ top management teams (TMT) and internationalization complexity. We consider the effect of three different sets of TMT characteristics – international business orientation intensity, education intensity, and team diversity – on three different and increasingly complex facets of internationalization - international markets intensity, international operations intensity and international country diversity. We argue that more international, highly-educated and diverse TMTs are better able to face the complexity derived from international competition. The results of our empirical analysis show that TMTs having foreign managers or managers with international experience are more likely to be in charge of firms facing higher international operations intensity. Conversely, more educated and more diverse TMTs are associated with complexity deriving from international diversification.
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Winfried Ruigrok, Peder Greve and Martin Engeler
The purpose of this paper is to shed new light on the link between diversity in project teams and team performance by examining the effects of players’ international career…
Abstract
Purpose
The purpose of this paper is to shed new light on the link between diversity in project teams and team performance by examining the effects of players’ international career diversity on the performance of national football teams.
Design/methodology/approach
The paper draws upon the literature on project organizations and experiential diversity in teams. Using data on players’ international career backgrounds and team performance from the FIFA World Cup 2006, the authors test two hypotheses linking experiential diversity in teams and a measure of relative team performance. The dataset includes detailed individual background profiles of the 736 participating players and performance data from the 64 games played at the tournament.
Findings
The findings suggest that different types of experiential diversity have contrasting effects on team performance in a time‐limited project team setting.
Research limitations/implications
These findings encourage team diversity researchers to further examine the impact of experiential diversity in teams on team process and performance outcomes in future research.
Practical implications
The findings particularly highlight the need to carefully manage experiential diversity in project team settings in order to benefit from access to diverse tacit resources, while at the same time avoiding that the integrative capacities of teams becoming overstretched.
Originality/value
The paper is a step towards a better understanding of how diversity of individual career backgrounds affects team performance outcomes in project teams.
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Martin Paldam and Peder J. Pedersen
Only around 0.01 per cent of all working‐days are lost due to industrial conflict in the average western economy. Nevertheless, conflicts are highly visible phenomena and it was…
Abstract
Only around 0.01 per cent of all working‐days are lost due to industrial conflict in the average western economy. Nevertheless, conflicts are highly visible phenomena and it was one of the first areas most statistical agencies started covering. Therefore, long conflict series exist for most developed Western economies. These series are of a poor quality compared to most series analysed by economists, but they have, nevertheless, a lot to tell. In a number of papers we have tried to cover different parts of the story — in the present article we shall concentrate on the large shifts (often 5–10 times) in the conflict levels over time and the remarkable differences (often 10–20 times) in conflict levels between countries, even when we look only at developed Western economies.