The institution-based view of strategy has emerged as a leading perspective in Strategic Management. It incorporates the institutional dimension when offering relevant answers to the fundamental questions of strategy. One of the challenges of this perspective is to develop stronger measures of institutions (Peng et al., 2009). This paper seeks to contribute in this direction by offering a detailed analysis of the main measures of institutions that previous works in Strategic Management have used. Our aim is to offer a guide that will help researchers to decide how they should incorporate the institutional dimension into their empirical work.

This article extends previous research on network industries by analyzing the role that firm strategy plays in markets where network effects are important. The authors postulate that firms can benefit from the existence of network effects through their strategic choices. The main premise of this article is that companies, by influencing expectations, coordination, and compatibility, can leverage network effects and network value. The authors empirically test their hypotheses in the mobile telecommunications industry, a paradigmatic example of a network industry. This study not only seeks to understand the impact of firm strategy on network value but also analyzes the impact of the latter on firm performance.

This article examines the influence of complementary resources on the performance of incumbents after a radical technological change. In investigating this relationship, we join the technological management literature and the institution‐based view of strategy and maintain that the value of complementary resources is contingent on the institutional environment in which the firm operates. In particular, we submit that formal institutions, both economic and political, moderate the relationship between the stock of complementary assets and firm performance. We test our hypotheses in the context of the world mobile telecommunications industry (39 countries and 134 mobile service providers). Our findings reveal how these resources are more valuable for incumbents in markets where market‐supporting institutions are weaker and political stability is higher. Copyright © 2014 John Wiley & Sons, Ltd.

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The organizational structure of multinational enterprises (MNEs) is mainly made up of subsidiaries located in emerging and advanced countries. Consequently, they usually compete against the same rivals simultaneously in both emerging and advanced contexts. Multimarket contact (MMC) theory analyzes the competitive dynamics that arise in these situations. However, researchers have paid more attention to the consequences of multimarket contact in developed countries than to its effect in emerging countries. To explore the impact of the macroenvironment on the relationship between MMC and performance, we examine how coinciding with multimarket rivals in emerging economies alters the effect of MMC on firm performance. Our research, which is developed with a sample from the mobile telecommunications industry, shows that the presence of MNEs in emerging countries hinders the development of mutual forbearance practices and, therefore, reduces the positive effect of MMC on firm performance.

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This study explores whether the association between the aggregate level of ISO 14001 adoption in a country and the reduction of its CO 2 emissions differs across national settings. We analyze potential variations in three country features: intensity of competition, inclination of firms to behave ethically, and the importance that firms attach to relationships with stakeholders. Based on a sample of 53 countries for the period 2007-2017, our results show that the connection between the aggregate level of ISO 14001 adoption and lower levels of CO 2 emissions is stronger in countries where firms tend to behave ethically but is weaker in countries where there is intense competition or where firms place high emphasis on relationships with stakeholders.These findings expand our understanding about the macrolevel consequences of ISO 14001 adoption.