Do interlocks by different types of directors affect the nature of internationalization strategy of emerging market multinationals?

Edacherian, Saneesh; Panicker, Vidya Sukumara

doi:10.1016/j.ibusrev.2021.101953

Cited by 7 publications

(5 citation statements)

References 156 publications

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“…Evidence also suggests that relying on the knowledge and networks of directors in growing an INV could come at a cost. This is because the knowledge of directors may be limited to a specific market or internationalisation mode (Edacherian and Panicker, 2021), which could create a bottleneck in growing INVs. Private companies tend to have difficulty finding board members with relevant international experience during their early international growth phase and consequently tend to be confined to a limited talent pool in assembling boards (Tsang, 2020).…”

Section: Conceptual Background and Expected Theoretical Patternsmentioning

confidence: 99%

“…Knowledge of the board becomes outdated (Lynall et al, 2003), or members become too focused on familiar market entry strategies (Edacherian and Panicker, 2021) Potential accelerator or decelerator:…”

Section: Potential Deceleratormentioning

confidence: 99%

“…Directors' knowledge may be limited and focused on a specific market or internationalisation mode (Edacherian and Panicker, 2021).…”

Section: Potential Deceleratormentioning

confidence: 99%

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On-ramp or speed bump? How boards influence the internationalisation of international new ventures

Fiedler,

Fath,

Sinkovics

et al. 2023

International Small Business Journal: Researching Entrepreneurs

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This article aims to explore how the boards of international new ventures (INVs) develop throughout the internationalisation and growth phases of the firm. Specifically, the study explores how the nature and extent of the board’s role changes over time in facilitating the INV’s knowledge and network acquisition. We draw on qualitative data, including 18 interviews with INVs and three interviews with experts on New Zealand’s high-technology sector. The data analysis yielded four main patterns. INVs that relied on an informal board during the initial market entry phase remained flexible in exploring multiple markets before transitioning to a formal board (Pattern 1). INVs that established a formal board during the initial market entry phase achieved accelerated internationalisation only when the board remained flexible (Pattern 2a). Where the formal board did not remain flexible, they became a ‘speed bump’ in the post-entry phase growth process, unless the management team could counter-balance this deceleration effect with bringing in informal board members (Pattern 2b). The findings suggest that the absence of a formal board also reduces internationalisation speed if the founder does not have the discipline to follow through with the exploitation of the perceived opportunities (Pattern 3).

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Section: Conceptual Background and Expected Theoretical Patternsmentioning

confidence: 99%

Section: Potential Deceleratormentioning

confidence: 99%

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On-ramp or speed bump? How boards influence the internationalisation of international new ventures

Fiedler,

Fath,

Sinkovics

et al. 2023

International Small Business Journal: Researching Entrepreneurs

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“…Different resource relatedness is the starting point of PMI mechanism analysis. Most current studies observe cases of complementary resource-seeking of CMNEs’ developed-market acquisitions (Edacherian & Panicker, 2021); however, with the Chinese economy developing rapidly, CMNEs’ acquisition needs of developed markets’ higher homogeneity resources might be vastly growing once Chinese enterprises complete industrial upgrading.…”

Section: Literature Reviewmentioning

confidence: 99%

Chinese Multinationals’ Dynamic Integrations in the Developed Market: From a Resource Dependence Perspective

Yang,

Lütge

2023

SAGE Open

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Integrating the developed-market resources after acquisitions is a crucial tool for Chinese multinational enterprises (CMNEs) to accelerate industrial high-quality development. However, existing theories have scarce thorough explanations of the dynamic mechanism of CMNEs’ post-merger integrating resources. Our research aims at disclosing CMNEs’ post-merger integration (PMI) long-term dynamics under resource relatedness changes. We applied a multiple-case study with four typical CMNEs’ German-market PMI cases and proposed a theoretical framework based on a coding analysis of 38 interviews. Our findings highlight that: CMNEs change initial gentle integrations (partnering/preservation) to balance dependence when pre-merger resources complementary decreases with similarity increasing, or to extreme dependence when pre-merger resources similarity continually increases to extremely high. Pre-merger resource relatedness basics and later changes and CMNEs’ dynamic capability (threat and development potentials’ perception capabilities and utilization capability) are crucial factors in promoting CMNEs’ PMI changes. Our originality lies in that we consider the interactions resource relatedness changes and CMNEs’ PMI dynamics, strongly replenishing the deficiency of current PMI dynamic studies that lack considerations of resource relatedness changing; also, we simultaneously consider the two facets of dependence asymmetry and joint dependence such that broadened the application of resource dependence theory (RDT) in PMI studies. Our study offers managerial insights into CMNEs’ development leapfrog through acquisitions in developed markets that CMNEs should focus on the vital role of inter-firm resource relatedness changing. Initial gentle integration can be deepened when original resource backgrounds become more similar but should be cautious of the effect of power imbalance and selfish actions.

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“…Secondly, for several years MNEs from 'resource-rich Africa' have continued to grapple with the accelerated pace of change in global spaces (Amankwah-Amoah, 2014; Amankwah-Amoah et al, 2018) compared with the dragon MNEs (Mathews, 2006), multilatinas (Aguilera et al, 2017) and MNEs from other emerging economies. Our study is a response to the calls by Adams et al (2014), Ibeh et al (2018), Amankwah-Amoah (2018); Boso et al (2018), Adomako et al (2019), Boso et al (2019), Adomako et al (2020) and Edacherian and Panicker (2021) to enhance our understanding of the unique institutional contexts as well as how market demands shape the strategic behaviours of EMNEs from Africawho are latecomers in the global economy (Storper et al, 1998;Verhoef, 2018).…”

Section: Introductionmentioning

confidence: 99%

Competence and enterprise of management as drivers of early foreign listing of medium-sized emerging market multinationals (EMNEs) from Africa

Adams

Attah‐Boakye

et al. 2023

Journal of Business Research

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Do interlocks by different types of directors affect the nature of internationalization strategy of emerging market multinationals?

Cited by 7 publications

References 156 publications

On-ramp or speed bump? How boards influence the internationalisation of international new ventures

On-ramp or speed bump? How boards influence the internationalisation of international new ventures

Chinese Multinationals’ Dynamic Integrations in the Developed Market: From a Resource Dependence Perspective

Competence and enterprise of management as drivers of early foreign listing of medium-sized emerging market multinationals (EMNEs) from Africa

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