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.
Details
Keywords
Prasad Oswal, Winfried Ruigrok and Narendra M. Agrawal
This study seeks to contribute to the relatively sparse literature on how emerging market firms (EMFs) acquire firm-specific advantages (FSA), how they adjust their organizational…
Abstract
Purpose
This study seeks to contribute to the relatively sparse literature on how emerging market firms (EMFs) acquire firm-specific advantages (FSA), how they adjust their organizational structures, processes, HR policies, leadership and cultures in the internationalization process, and how they interact with their domestic institutional context.
Design/methodology/approach
We report the results of a survey sent off to the most internationalized Indian firms, measured by foreign income. Our survey includes 26 variables measuring individual aspects of organizational innovation.
Findings
Our respondents report significant changes along all 26 organizational variables over the period investigated (2003–2008). Based on self-reported assessments by top managers, our findings suggest: first, that Indian firms are rapidly transforming their organizations, second, that Indian executives are increasingly confident that they will be able to compete successfully on an international scale, and third, that Indian firms may increasingly benefit from organizational innovation complementing their low cost advantages.
Research limitations/implications
First, our sample size is relatively small at 76. Second, the ratings on the organizational variables we studied are based on self-reporting. Finally, our survey especially captures developments at the largest and most international Indian companies.
Practical implications
With its organization-wide scope of analysis, our study may guide EMF managers looking at organizational innovation in the internationalization context.
Originality/value
This paper elucidates the interplay of Indian firms’ internationalization and organizational innovation.
Details
Keywords
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.
Details
Keywords
Chinmay Pattnaik and B. Elango
The previous decade has been characterized by emerging market firms expanding into international markets. This trend has led to scholars in the IB arena to grapple with the new…
Abstract
The previous decade has been characterized by emerging market firms expanding into international markets. This trend has led to scholars in the IB arena to grapple with the new phenomenon of emerging multinational enterprises (EMNEs), specifically the relationship between internationalization and performance of the EMNEs. This paper seeks to add to the literature by capturing the impact of firm resources on the internationalization‐performance relationship. Empirical analysis on a sample of 787 Indian manufacturing firms indicates that there is a non‐linear relationship between internationalization and performance. Findings also indicate that a firm’s capabilities in cost efficiency and marketing have a moderating impact on this relationship.
Details
Keywords
Szymon Kaczmarek and Richard B. Nyuur
This paper aims to revisit the long-standing in the management literature argument of “matching managers to strategy” in the new empirical context of the top management team (TMT…
Abstract
Purpose
This paper aims to revisit the long-standing in the management literature argument of “matching managers to strategy” in the new empirical context of the top management team (TMT) and firm internationalisation. The purpose of this paper is to examine the consequences of matching nationalities of the TMT members to the multinational corporations’ (MNC) countries of operation.
Design/methodology/approach
This research is based on the quantitative methods. The authors use the traditional regression analysis, with the ordinary least squares estimation, in the moderated multiple regression models.
Findings
The study findings point to the importance of the asset-based exposure to international environments for the benefits of the TMT nationality matching to materialise. They re-affirm the critical remarks on the early “matching managers to strategy” frameworks, which indicated that the effectiveness of matching is underpinned by the detailed specification of the matching contingencies that influence the matching process.
Originality/value
The measure of matching the TMT foreign nationals to the MNCs’ host countries constitutes a novel way of capturing the TMT internationalisation, as opposed to measuring the incidence of foreigners on the TMTs or the TMT nationality diversity variable. It therefore underlines the aspect of matching in terms of the cultural fit between the TMT nationalities and countries of MNCs’ operations.