Suchergebnisse

This volume concentrates on different forms of honesty and dishonesty in management and their consequences for managers, firms and society. These issues are related to values and behavior patterns and thus, the basis of contemporary business. Honesty can be defined as the refusal to pretend that facts of reality are other than what they are while dishonesty including lying, stealing, cheating, distortion, concealing of important information, failing to fulfill promises, and abruptly abandoning a business relationship presents its opposite. Based on chapters about China, Japan, USA, Israel, Germany, Sweden, Iceland and Estonia, the authors conclude that the understanding of (dis)honesty and (un)ethical behavior differs in different cultural, societal and organizational contexts. This volume also demonstrates that the fear of dishonesty may change a firms local and international behavior, but also managers attitude toward employees. For example, some firms avoid deeper relationship-oriented partnerships as they wish to control internal activities, avoid possible disinformation and prevent dishonesty/opportunism costs. As a result of distrust, they may also protect their firm-specific knowledge more, and this may result in a lower level of knowledge acquisition and reduce partnership satisfaction. Moreover, distrust may lead to more complex and costly contract negotiations and governance structures; complicate further business and lead to relationship termination or governance redesign. Still, sometimes dishonesty may pay off in the short term.

The case study method has not been as frequently used in international business (IB) research as quantitative methods. Moreover, it has been sometimes misused and quite often criticized. Still, it can be very useful for understanding such complex phenomena as the internationalization process or the management of multinational enterprises. Based on case study methodology literature and the author's personal experience from conducting case studies and reviewing case study articles, this paper proposes some ways for overcoming some of the critiques of the case study method and increasing its contribution to IB research.

Literaturangaben

This paper contributes to the literature on internationalization processes by showing that a born global can experience nonlinear internationalization (de-and re-internationalize) after radical, fast initial growth, and use some subsidiaries as bases for further gradual expansion. After studying a case of a Belarusian door producer that has invested to seven and exported to 11 more countries, we conclude that a home country's political, economic environment can be a crucial 'push' factor for a firm's fast internationalization but, thereafter, it can internationalize gradually due to lacking knowledge or other resources, and de-and re-internationalize due to various internal and, or external reasons.

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