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Distance in international business studies: concept, costs, and value
No full textDistance is a central theme in international business (IB) research. A simple search for the word “distance” in the abstracts and titles of papers published in five leading IB journals over the period 1990–2015 illustrates the importance of the topic: overall, 341 papers have addressed the phenomenon, either in their titles or abstracts (International Business Review – IBR: 89, Journal of International Business Studies – JIBS: 99, Journal of International Management – JIM: 44, Journal of World Business – JWB: 59, Management International Review – MIR: 50). In other words, two annual volumes of each of the above journals could be filled solely with papers on the topic of distance. However, our knowledge of distance, in terms of conceptual specification and consequences for IB practice, is incomplete and sometimes ambiguous. In this research volume, we therefore analyze the conceptualization and impacts of distance in IB research, through various complementary lenses, each of these contributing in a substantive fashion to fill present knowledge gaps. [...
Three Organizational Challenges for Multinational Enterprises
Get PDFThe rapidly changing and volatile institutional environments, within which Multinational Enterprises (MNEs) must operate, have put traditional organisational forms under pressure. Globalization and regionalism develop at the same time, whereas regulation facilitating Foreign Direct Investment (FDI) runs parallel to ‘reverse measures’ frustrating FDI (PIBR #7 – Van Tulder et al. 2012 provides an overview of mixed institutional pressures on the MNE). The leading question that this volume addresses is therefore whether there are adequate organizational responses that the MNEs can develop to these mixed pressures. How to internalize external inefficiencies, inter alia in the broader stakeholder sphere? MNEs have been responding along a variety of paths. One path has been to redraft relationships between headquarters and existing subsidiaries. Another path has been to adopt new organisational forms, both internally (team-based approaches and asymmetrical networks) and externally, (advanced management of value chains and stakeholder ecosystems). As a result, new organizational arrangements have appeared, including micro-multinationals, ‘born globals’, springboard multinationals, as well as other types of international new ventures.Taking stock of the present discourse in International Business (IB) we divide this chapter, and the contributions in this volume, along three organizational challenges. 1) Changing hierarchies: considers the shifting roles of headquarters and subsidiaries in MNEs, and explores the question whether headquarters still matter from various angles. 2) New organizational forms: considers new forms of organizing internationalization and international activities, including new roles of teams in multinational organizations. This part explores the question whether size still matters for MNEs. 3) Reorganizing the value chain: which gathers novel ideas about how multinational firms use external partners and parties in the organization of their international activities. The leading question here is whether the position of the MNE in the (international) value chain still matters.This chapter elaborates these three themes and provides a short account of each of the contributions that are selected for this volume in parts II, III and IV. These contributions include research-oriented papers, panel discussions and case studies
Scalability in low- and middle-income countries: An assessment framework for Corporate Foundation partnership selection
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Strengthening the position of Latin America's cocoa farmers: an explorative study into the possibilities of inclusivity practices of key players in the cocoa chain
No full textScaling Social Enterprises - Exploring how different types of Dutch social enterprises deal with the process of scaling up
No full textMoving from ‘Wanting’ to ‘Doing’: The Intention-Realization Gap of Sustainable Business Model Innovation
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