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Zsfassung in engl. Sprache u.d.T.: Privatization in principle and practice

Multinational organizations increasingly face strong resistance to their marketentry by some local audiences, reflecting growing ideological divisions andpopulism in societies. We turned to the organizational stigma literature for theconceptual tools and vocabulary to uncover why multinationals cansimultaneously be praised by some audiences and tainted by others.Drawing on a longitudinal explanatory case study of an unsuccessful marketentry, we develop a process model of organizational stigmatization in aforeign market entry. Our model explains how and why some local audiencesmay taint the core attributes of an entry-seeking organization and its marketentry process, while others may embrace the foreign entrant. We alsointroduce the notion of cross-border stigma translation where negativeaudience evaluations are amplified across geographic contexts. A focus oncompeting local audiences is important for understanding the generativemechanisms of the liability of foreignness and liability of origin and how tomanage them. Our study grounds a conversation on the processes andmechanisms of organizational stigmatization that may cause permanentliabilities to foreign organizations ; Peer reviewed

Executives use market labels to position their firms within market categories. Yet this activity has been given scarce attention in the extant literature that widely assumes that market labels are simple, prescribed classification brackets that accurately represent firms' characteristics. By examining how and why executives use the nanotechnology label, we uncover three strategies: claiming, disassociating, and hedging. Comparing these strategies to firms' technological capabilities, we find that capabilities alone do not explain executives' label use. Instead, the data show that these strategies are driven by executives' aspiration to symbolically influence their firms' market categorization. In particular, executives' perception of the label's ambiguity, their avoidance of perceived credibility gaps, and their assessment of the label's signaling value shape their labeling strategies. In contrast to extant research, which suggests that executives should aim for coherence, we find that many executives hedge their affiliation with a nascent market label. Thus, our study shows that in ambiguous contexts, noncommitment to a market category may be a particularly prevalent strategy.