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Article
Publication date: 12 April 2013

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…

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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

Multinational Business Review, vol. 21 no. 1
Type: Research Article
ISSN: 1525-383X

Keywords

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Book part
Publication date: 11 November 2014

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.

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Article
Publication date: 11 October 2011

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…

768

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

Sport, Business and Management: An International Journal, vol. 1 no. 3
Type: Research Article
ISSN: 2042-678X

Keywords

Available. Content available

Abstract

Details

Sport, Business and Management: An International Journal, vol. 1 no. 3
Type: Research Article
ISSN: 2042-678X

Available. Content available
Book part
Publication date: 11 November 2014

Abstract

Details

Emerging Market Firms in the Global Economy
Type: Book
ISBN: 978-1-78441-066-7

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Article
Publication date: 17 June 2009

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…

981

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

Multinational Business Review, vol. 17 no. 2
Type: Research Article
ISSN: 1525-383X

Keywords

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Article
Publication date: 8 June 2021

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…

410

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.

Details

Multinational Business Review, vol. 29 no. 3
Type: Research Article
ISSN: 1525-383X

Keywords

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