Suchergebnisse

Purpose
Country institutions have become of heightened importance for firms' international strategies in recent years. Herein, I review the reasons for the growing importance of institutional environments and examine how they influence the international strategies of multinational enterprises (MNEs). There have been significant changes in the global, economic and competitive landscapes in recent years. These changes are examined.


Design/methodology/approach
Three critical and interrelated changes in the global competitive landscape are identified. They include (1) more interconnected (interdependent) national economies, (2) a significantly larger number of multinational firms and (3) growing importance of emerging economies (and their MNEs). These changes have increased the importance of countries institutional environments. Country institutions, both formal institutions (codified and explicit rules and standards that shape behavior) and informal institutions (Shared norms that guide cohesive behaviors) are examined. I explain the influences of institutional complexity, institutional distance and geographic regions on firms' international strategies.


Findings
Research has shown that both culture (informal institution) and formal institutions are interrelated and affect firms' strategies. And, while specific institutions such as intellectual property protection (law and enforcement) are important, the collective influence of institutions has a critical influence on firms' international strategies. And, institutions are multilevel (national, regional and local-municipal). The institutional complexity (combined effects of multiple institutions and their diversity) is carefully considered in executives' strategic decisions. When firms consider entering a new foreign market, they also consider the institutional distance between the home and host countries. The differences in culture and in formal institutions compose the institutional distance and affect whether and how firms enter these markets. Greater institutional distance contributes to the liabilities of foreignness the challenges of which must be managed effectively to succeed in the new market. And the effects of institutional distance are asymmetric depending on whether the firm's home country institutions are stronger/more developed or weaker/less developed than the host country institutions. Finally, many firms follow regional international strategies in which they invest in selected regions of the world. Recent research suggests firms enter regions that have attractive institutional profiles and engage in institutional arbitrage across the countries in those regions.


Research limitations/implications
This essay provides the base for additional research by identifying a number of important research questions on institutions and international strategy.


Originality/value
This essay highlights the importance of institutions for firms' strategies. Understanding institutions and their influence contributes to more effective executives' strategic decisions and more effective national and international policies.

Purpose
This article is a commentary on The "Global Implications of the Indigenous Epistemological System from the East: How to Apply Yin-Yang Balancing to Paradox Management" (Li, 2016), which is a timely and important piece. Li (2016) offers epistemological insights into what Yin-Yang is, why Yin-Yang can serve as a guiding frame of thinking, and how to apply this frame of thinking to paradoxical issues to organizations that compete in a complex cross cultural world. Western management philosophies and perspectives have dominated the mainstream theories in organization and management around the world over the past five decades, paying very limited attention and appreciation to Eastern philosophies that exist already for over 2500 years (e.g., 551–479 BC's Confucianism). In this commentary, we added more explanations, suggesting that given intensified complex and competing needs to fulfil for today's businesses, the indigenous Eastern epistemological wisdom of Yin-Yang balancing is an important guide to understand paradoxes and tensions. Yin-Yang balancing provides a holistic comprehension concerning our complex reality. It treats two opposite elements of any paradox as partial trade-off as well as partial synergy within a spectrum of holistic and dynamic balancing. We reinforce that the duality perspective has good potential to help us better understand the process of a multitude of conflictual and competing needs organizations must simultaneously accomplish. This potential is deemed to work not merely for firms competing in the East or other developing countries but can extend to organizations, large or small, in the West or developed countries as well.



Design/methodology/approach
This commentary echoes Li's point (2016) that Yin-Yang balancing has significant and extensive applications when a growing number of organizations, local and foreign, are compelled to become ambidextrous when facing complex new business realities and having to deal with intensified competing needs they have to simultaneously, interactively and dynamically satisfy. This commentary discusses some distinctive characteristics of Eastern philosophies, followed by articulation of some critical lacuna, we think, concerning the Yin-Yang duality that should be answered. In this commentary, we amplify Li's main points, along with our suggested agenda for future research that can further develop Yin-Yang balancing to a theory of managing paradox.


Findings
Eastern philosophies have long been dominated by five pillars or five schools of mastery thoughts originating mainly from China – Confucianism (Ru Jia), Taoism (Tao Jia), Legalism (Fa Jia), Militarism (Bing Jia), and Buddhism (Fu Jia). The Yin-Yang philosophy is one of the central notions of Taoism which teaches us how to act in accordance with nature. Founded by Laozi and Zhuangzhi, Taoism is rooted in an understanding of the "way" (i.e., Tao), which is the shapeless force that brings all things into existence and then nurtures them. That is, Tao means the natural course, which is spontaneous, eternal, nameless, and indescribable. Unlike Confucianism, Taoism favors philosophical anarchism and pluralism. Tao manifests itself through natural principles or philosophies, including Yin-Yang duality, circular nature of changes, wu-wei (natural course of action), and harmony with internal and external environments.



Research limitations/implications
We endorse Li's view (2016) that Western and Eastern management philosophies have their respective strengths and weaknesses, neither one alone is sufficient to manage all types of problems. Thus, a better solution is the one that can integrate Eastern and Western epistemological systems into a geocentric meta-system. The world is entering into a globally-interconnected era, requiring both the organic complexity and ambiguity and the mechanistic simplicity and clarity. Increased global interconnectivity accentuates complexity and interdependence while increased competition fortifies dynamism and uncertainty. This will cause more, not less, paradoxes than before. To this end, Yin-Yang balancing is an audacious and judicious frame of thinking toward paradoxes because this philosophy embodies a unique ability to address the key challenges of ambiguity, complexity, and uncertainty and embraces multiplicity, diversity and inter-penetrability.


Practical implications
After centuries of Western economic dominance, China, India and the rest of the East, alongside emerging economies more broadly, are beginning to challenge the West for positions of global industry leadership. At a deeper level, the transformation from "West Leads East" to "West Meets East" heralds the need for ambidextrous or ambicultural thinking: making simultaneous use of opposites, or simultaneously balancing seemingly contradictory forces and needs, such as efficiency and flexibility, competition and cooperation, stability and adaptation, exploitation and exploration, global and local, privatization and state-ownership, market-based and relationship-based strategies, individualism and collectivism, and long-term and short-term


Originality/value
Enlightened by Yin-Yang balancing, there is a great potential of co-evolution, convergence and co-reinforcement of different philosophies. It will not be easy for any single study to reveal a roadmap for this, but it is feasible for the management research community to finally make the trip with our continuous and collective efforts. Some Western management theories, such as organizational ambidexterity, loose coupling, collaborative competitive advantage, co-opetition, transnational solution (integrated global integration and local responsiveness), to name a few, share some core values of Yin-Yang balancing, even though such sharing has never been articulated explicitly. Similar to the same difficulty facing any other philosophies to be transformed into actionable theories, we have a long journey to navigate in quest for extending Yin-Yang balancing to a universally accepted theory of managing paradoxes. Li's article (2016) sheds much light for us to forge ahead to this direction.

Purpose
Presenteeism occurs when people are physically present in the workplace but are functionally absent (Cooper, 1996). With evidence from the developed West, researchers have argued that being excessively present may be even costlier than absenteeism to employers (Burton, Chen, Conti, Schultz, & Edington, 2006; Hemp, 2004). However, research on presenteeism in the East is almost non-existent. With the strong Confucius cultural imperative for hard work, the prevailing pressure for working long hours, compounded with the lack of labor welfare protection at the national level and lack of resources at the organizational level in SMEs, the problem of presenteeism in the developing Asian societies may be exacerbated (c.f., Bockerman & Laukkanen, 2010), making it a worthy subject for cross-cultural research and subsequent intervention. Thus one purpose of this article is to situate this problem in a global context, using the Chinese tradition as a cultural exemplar.


Design/methodology/approach
Furthermore, most of the existing studies on presenteeism have overlooked the underlying psychological process of such an act: why do people decide to work while sick? Thus, our second goal in this article is to outline a conceptual framework that attempts to explain central, dynamic processes and mechanisms through which people ascribe meanings to the situation, make decisions to come to work when ill, and attempt to achieve performance outcomes.


Findings
In formulating this scheme, we drew primarily from Bandura's (1986) social cognitive theory (SCT) and tried to adapt, elaborate, and extend those aspects of the general theory that seemed most relevant to the basic personal experiences of presenteeism.


Originality/value
We have outlined a social cognitive conceptual framework, to facilitate theory integration in the field of presenteeism research. To systematically examine key mechanisms delineated in the overarching theoretical framework that accounts for the intricate relationships among self-regulation, presenteeism, and performance, we were able to bridge social cognitive psychological processes with organizational research on the global phenomenon of presenteeism. The thrust of using theoretical development to lead empirical investigation in this emerging field may also enable better managerial interventions to promote occupational health and employee development.

Purpose
We focus on the cultural concept of power distance to test whether or not culture-practice fit or universal supervisory practices are associated with team collaboration, innovation, current and future team performance. This test is possible because power distance is conceptually deconstructed and scales developed that reliably and validly differentiate between the societal level values and workplace practices. Next, drawing on these measures, we test the culture-fit-vs.-universal practices hypotheses in a sample of ethnically similar employees dispersed across the United States and India.


Design/methodology/approach
Data were collected from a survey administered to employees and their supervisors in a Non-Western Multinational Corporation.


Findings
We find support for the universal-practices perspective in this study. Those Indian and local managers who were low in interpersonal power distance, regardless of their subordinates' societal power-distance cultural values had better team collaboration, innovation, and future performance. Trust in fellow team members was found to mediate these relationships.


Originality/value
Findings from this study contribute to our understanding of power distance, and also provide insight into the central question of when and how management practices should be adapted to local cultures.

Purpose
Although qualitative methods have now gained a stronger foothold in International Business (IB) research, they remain under-researched, especially regarding how researchers can overcome obstacles created when interviewers exhibit 'multiculturality' during international field research projects. This paper analyses how researchers' multicultural backgrounds create challenges and opportunities in data collection during in-depth interviewing, and how such backgrounds further impact on the power imbalance between researchers and interviewees.


Design/methodology/approach
The two multicultural co-authors of this paper draw upon their 141 in-depth interview experiences with expatriates and local staff across five separate field research projects in Mainland China, Hong Kong SAR, South Korea, Finland, and the US. Field research experiences are analysed through a Bourdieusian inspired 'epistemic reflexive' self-interrogation process between the two co-authors.


Findings
This paper suggests five strategies to cope with the power imbalance between the researcher and the respondent in terms of social categorisation and language: activating the 'favoured' ethnicity, putting the 'desired' passport forward, constantly reassuring of belonging to the 'right' social category, bonding in the interviewee's mother tongue and adopting a multilingual approach characterised by frequent code-switching.


Originality/value
This paper emphasises the relevance of exploratory, self-reflexive analysis, and uncovers how social categorisation and language influence the interviewer-interviewee power imbalance. Distinct methodological contributions are proposed accordingly for IB literature: placing 'multiculturality' as an important concept at the forefront of qualitative IB research; and identifying ethnicity and accent as key factors in terms of securing and conducting interviews.

Purpose
The purpose of this study is to develop and empirically test a conceptual model based on the culturally endorsed implicit leadership theory to comprehend differences in the relationships between consideration, and initiating structure leadership styles and affective organizational commitment for U.S. and Korean employees. Further, we investigate how rank and seniority moderate the relationships between the two leadership styles and affective organizational commitment in both countries.


Design/methodology/approach
We developed and conducted a cross-sectional survey in the U.S. and Korea. To test our hypotheses we performed a series of hierarchical regression analyses.


Findings
Survey results from 452 U.S. and Korean employees show that the positive relationship between consideration leadership (i.e. people-oriented leadership) and affective organizational commitment was stronger among U.S. employees than Korean employees. Initiating structure leadership (i.e. task-oriented leadership) was negatively related to affective organizational commitment in the U.S., whereas this relationship was positive in South Korea (henceforth Korea). Further, these relationships were moderated by rank and seniority in Korea, but not in the U.S. Specifically, the positive relationship between consideration leadership and affective organizational commitment was stronger when Korean employee's rank was higher and seniority was shorter.


Originality/value
The comparative nature of our study enables us to identify differences in the effects of leadership styles on affective organizational commitment across countries and thus helps us to better understand employees from different cultures. Furthermore, we demonstrate the differential effects of demographic variables such as rank and seniority in the relationships of leadership styles and affective organizational commitment. The findings provide important managerial recommendations for how managers can better lead U.S. and Korean employees.