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The speed of internationalization is an important research topic in the process of internationalization. This paper aims to answer two questions: first, what is the relationship between the speed of internationalization of Chinese multinational firms and their performance? Second, how do potential slack and knowledge assets of firms affect this relationship?

The authors choose Chinese A-share listed manufacturing firms from 2009–2018 as the research sample and use the fixed-effect regression model to test the proposed hypotheses.

Firstly, there is an inverted U-shaped relationship between the speed of internationalization and firm performance (SI-P). Secondly, the potential slack and knowledge assets of firms moderate the inverted U-shaped relationship. Firms with a higher level of potential slack or knowledge assets have a flatter inverted U-shaped relationship between SI-P.

First, the authors develop and extend Penrose’s theory of firm growth to the research topic of speed of internationalization. Second, this paper incorporates the time dimension into the research on the internationalization process and locates the research context in emerging market firms (EMFs). This is a step forward in clarifying the complex relationship of SI-P. Third, the authors show that the SI-P relationship of EMFs is inverted U-shaped and integrate previous studies, which argue that rapid internationalization positively or negatively affects firm performance. Fourth, starting from inside the firm, the authors provide more contextual factors for better understanding and analysis of the SI-P relationship.

Information transparency is an important factor in enhancing trust and promoting interfirm cooperation. By combining transaction cost theory and institutional theory, this study aims to examines whether host-country firms’ information transparency prompt multinational enterprises’ (MNEs) to choose the joint venture entry mode for outward foreign direct investment (OFDI).

Using Heckman two-stage estimation method, this study examines Chinese listed manufacturing firms for the period 2014–2019.

The findings indicate that the higher the information transparency of host-country firms, the higher the possibility of MNEs choosing the joint venture entry mode for OFDI. This study further finds that the positive relationship between host country firms’ information transparency and the possibility of choosing the joint venture entry mode is enhanced by institutional distance, but weakened by MNEs’ host-country experience.

How to choose the appropriate entry mode of OFDI in the internationalization strategy is an important issue for MNEs to consider. As the postpandemic world is characterized by increased global risks, decoupling of economies, disruption of global value chains and the retreat of globalization (Contractor and Cantwell, 2022), how to further strengthen cooperation, reduce the cost and risk of MNEs and truly realize common construction and sharing is one of the hot issues in both practice and research.

This paper aims to examine different hypotheses concerning the effects of executive incentive on the degree of Chinese foreign direct investment (FDI) ambidexterity. Specifically, this study provides new insights on how executive equity incentive and executive control right incentive may affect overseas ambidextrous strategy of Chinese enterprises.

This study used panel data of Chinese manufacturing listed companies in 2006-2015 to explore the relationships between related factors. Hypotheses are tested by using regression analysis.

This study found that executive equity incentive is positively related to the degree of FDI ambidexterity. It also found that the level at which control right incentives of executive are made has a curvilinear relationship with degree of FDI ambidexterity. Higher level of control right incentive of executive will be associated with higher degree of FDI ambidexterity; however, beyond some level, higher control right incentive of executive will be associated with lower degree of FDI ambidexterity.

This paper has implications to future research and companies’ everyday practice on ambidextrous FDI strategy.

Based on the principal-agent framework and incentive theory, this paper offers an interesting insight of achieving balance of ambidextrous strategy for Chinese multinational enterprises by involving the different roles of executive equity incentive and executive control right incentive they played.

The purpose of this paper is to offer an alternative framework and solution for balancing exploitation–exploration tensions and their management.

A case study method was adopted to uncover what underlies tensions and contradictions between exploitation–exploration that emerge for Chinese manufacturing companies due to the competitive global environment and their latecomer disadvantages when they source new technologies by cross-border mergers and acquisitions. The acquiring firm that acquires two companies is thus not a single but a cross-case study.

The authors present three contradictory points needing to be balanced and according to which three paradoxes emerge: exploitation from a similar knowledge base and innovation from a complementary knowledge base, efficiency and flexibility, as well as profit and breakthroughs. The authors theorize how paradoxical integration helps manage these interwoven tensions. Further, the assimilate-integration-apply (AIA) path suggests a new behavior logic and path choice for Chinese companies when they follow an ambidextrous strategy.

This paper has implications for future research and for companies’ everyday practice on ambidexterity in Chinese society.

The authors combine ambidexterity perspective and AIA path with linkage-leverage-learning (LLL) to offer an alternative framework and solution for balancing exploitation–exploration paradoxes in EE firms’ internationalization to increase LLL’s explanatory power.

Based on the strategy tripod perspective, this study aims to address how emerging economy multinational enterprises (EMNEs) make a strategic decision of choosing a foreign location for their strategic asset seeking and under what mechanism EMNEs make foreign direct investment (FDI) location choice.

This paper first reviews the literature on strategy tripod and strategic asset seeking strategy of EMNEs. Then, six cases of Chinese multinational enterprises operating in manufacturing industry have been introduced, emphasizing on interactions within three dimensions of strategy tripod framework, namely, resource-based dimension, industry-based dimension and institution-based dimension. By triangulating with multiple sources of archival and interview data, this paper identified a conceptual model presenting location choice mechanisms.

Based on a comparative multi-case study, four mechanisms of EMNEs’ location choice when seek strategic asset by FDI within a strategy tripod framework have been revealed. Specifically, EMNEs make their strategic decision of choosing a foreign location for their strategic asset seeking under mechanisms of seeking complementary resources based on industry characteristics; echoing with institutional dimension of home country when exploitation of resource; matching institutional dimension of host country when consider industry fitness; and institutional leveraging combined with understanding of resource and industry dimensions inside strategy tripod.

The findings shed novel insights into the mechanisms under which EMNEs choose their location for strategic asset-seeking FDI. It also broadens the strategy tripod framework by looking deeper into the characteristics of each dimension within a new research context of EMNEs’ FDI location choice.

This study aims to investigate how the role of female leadership works in sports coaching. Drawing key insights from the ability–motivation–opportunity (AMO) framework of human resource management, the authors explore the underlying mechanisms of female leadership and the role female coaches play in enabling athletes to develop their self-initiative through AMO enhancement.

The sample in this study is made up of 11female coaches from eight teams in China selected using purposive sampling. Data was collected and analyzed on various aspects of female leadership.

Analysis of interviews and secondary data show that the mechanisms and enablers related to AMO enhancing practices stimulated by female coaching leadership can increase team performance.

This study opens new avenues for sports science research and strengthens the theoretical and practical understanding of the intentions and mechanisms female coaches implement as leaders in sports coaching.

First, this study contributes to the AMO framework by helping form new theoretical insights based on the understanding of female sports coaching mechanisms. Second, this study provides novel insights into female leadership literature by investigating the mechanisms of female leadership in the context of sports exercise. Third, this study also contributes to the body of research on sports coaching in Asia, especially that of Chinese women in such leadership roles.

This paper seeks to provide an understanding of the relationship between the management control policy of emerging economy (EE) firms and the knowledge transfer with the acquired firm, as well as the mechanism by which specific management control policy facilitates knowledge transfer with the acquired firms.

Employing an organizational learning theory, this paper examines the knowledge transfer from acquired firms to acquiring EE firms through multiple-case study of three EE firms.

Based on organizational learning theory and the results of case studies, this paper finds that the cooperation and willingness of employees in the acquired firm and language barriers are the main factors influencing the relationship between management control policy and the parent company’s knowledge transfer process.

This study sheds light on cross-border knowledge transfer to EE firms from an organizational learning perspective and broadens the understanding of post-acquisition knowledge transfer in an emerging market context.

This study suggests that the low-level management control facilitates knowledge transfer from acquired firms. This is especially true when the parent company from the EE has limited learning experience and faces substantial language barriers between itself and its acquired firm.

This paper extends existing research by exploring how low-level control of acquired firms in developed markets facilitates knowledge transfer of EE firms after cross-border acquisition. Future research can extend this line of research by examining the knowledge transfer mechanism of EE firms through qualitative and quantitative methods.

This study aims to investigate the influence of various categories of institutions on international joint ventures' (IJV) strategic mutation behavior from an institutional perspective.

The authors test their hypotheses using a sample of 494 Chinese small and medium IJVs over a three‐year period (2006‐2008). They conducted empirical result with Cox hazard models.

Changes in law environment will increase the likelihood of IJVs' strategic mutation. Changes in governmental policy will increase the likelihood of IJVs' strategic mutation. The positive correlativity between the variance of law environment and the propensity of IJVs' strategic mutation will be positively moderated by the distance of normative institutional pillar. The positive correlativity between the variance of governmental policy and the propensity of IJVs' strategic mutation will be negatively moderated by IJV performance.

Variation of regulatory institutional pillar increases the likelihood of IJVs' strategic mutation. Meanwhile, the effects of law environment and governmental policy, which are two types of regulatory institutional pillar, are moderated by normative institutional pillar and firms' performance, respectively.

Three-parameter interval grey numbers (TPIGNs) have been extensively studied as an extended form of interval numbers. However, most existing TPIGN multi-attribute decision-making methods only consider the similarity of positions, ignore the similarity of developmental directions and focus primarily on static evaluation. To address these limitations, in this study, the authors propose a dynamic technique for order preference by similarity to an ideal solution (TOPSIS) based on modified Jaccard similarity and angle similarity for TPIGNs.

First, the authors extend Jaccard similarity to a TPIGN environment to represent positional similarity. A simple example is provided to illustrate the limitations of the traditional Jaccard similarity. Then, the authors introduce an angle similarity measure to represent developmental directional similarity. Finally, a dynamic TOPSIS model is constructed by incorporating time-series data into conventional two-dimensional static data. Stage weights are obtained by an objective function designed to maximize the amount and minimize the fluctuation of decision information. A quadratic weighting method is adopted to derive the overall evaluation value of alternatives.

To evaluate the effectiveness of the proposed method, this study takes the pre-assessment of ice disaster and the selection of cooperative enterprises as examples. The authors then provide the results of comparative and sensitivity analyses, which demonstrate the effectiveness and flexibility of the proposed method.

The proposed TOPSIS method in a TPIGN environment can take a more holistic and dynamic perspective for decision-making, which helps mitigate the limitations of single-perspective or static evaluations.