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Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India
Journal of World Business ( IF 8.635 ) Pub Date : 2021-11-23 , DOI: 10.1016/j.jwb.2021.101272
Alberto Ferraris , William Y. Degbey , Sanjay Kumar Singh , Stefano Bresciani , Sylvaine Castellano , Fabio Fiano , Jerome Couturier

We propose the individual-level microfoundations of subsidiary CEOs in emerging markets as antecedents of the strategic agility of multinational enterprises, and subsidiary embeddedness as a key organizational-level moderator of these relationships. Combining quantitative data on subsidiary CEOs operating in India with qualitative interviews with Italian HQ counterparts, our results suggest that subsidiary CEOs’ tenure in emerging markets, along with their overall experience, affects MNE strategic agility positively. Similarly, CEOs’ cognitive characteristics - problem solving and reasoning, and language and communication skills (individual-level microfoundations) - affected strategic agility positively, while subsidiary embeddedness moderated these relationships in different ways, leaving space for fresh managerial and theoretical considerations.



中文翻译:

新兴市场战略敏捷性的微观基础:意大利跨国公司在印度的实证证据

我们建议新兴市场子公司 CEO 的个人层面微观基础作为跨国企业战略敏捷性的前身,子公司嵌入性作为这些关系的关键组织层面调节器。将在印度运营的子公司 CEO 的定量数据与对意大利总部同行的定性访谈相结合,我们的结果表明,子公司 CEO 在新兴市场的任期以及他们的整体经验,对跨国公司的战略敏捷性产生了积极的影响。同样,CEO 的认知特征——解决问题和推理,以及语言和沟通技巧(个人层面的微观基础)——积极影响战略敏捷性,而附属嵌入以不同的方式调节这些关系,为新的管理和理论考虑留下空间。

更新日期:2021-11-23
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