Effects of International Diversity and Product Diversity on the Performance of Multinational Firms.

Tallman, Stephen; Li, Jiatao

doi:10.2307/256635

Cited by 907 publications

(426 citation statements)

References 34 publications

Supporting

Mentioning

399

Contrasting

Unclassified

Order By: Relevance

“…A key source of exporters' market-based knowledge is the firm's level of internationalization which reflects the scale (i.e., quantity of overseas business in relation to overall business) and scope (i.e., number of foreign regions and countries) of its export operations (e.g., Lu & Beamish 2001;Tallman & Li 1996). By engaging in repeated interactions in a variety of foreign markets, a firm enriches its organizational routines, programs, and structures and stores experiential knowledge (Eriksson et al 1997;Sheng et al 2015).…”

Section: The Role Of Knowledgementioning

confidence: 99%

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Spyropoulou

Katsikeas

Skarmeas

et al. 2017

J. of the Acad. Mark. Sci.

View full text Add to dashboard Cite

The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their accomplishment, enabling subsequent goal realization. Yet, the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal-realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal-realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments, are better able to realize their intended strategic objectives and thereby enjoy superior performance.

show abstract

Section: The Role Of Knowledgementioning

confidence: 99%

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Spyropoulou

Katsikeas

Skarmeas

et al. 2017

J. of the Acad. Mark. Sci.

View full text Add to dashboard Cite

show abstract

“…We control for region to take different regional cultures and associated mindsets into consideration (Ambos and Schlegelmilch 2008;Shane et al 1995). Research indicates that global geographic diversity determines a firm's overall performance (Grant 1987;Tallman and Li 1996) and that mindsets may vary per region (Schwartz 1999), which is why we controlled for the region of the unit. We also controlled for unit size, as research suggests that group size influences group dynamics and performance (Moreland and Levine 1992).…”

Section: Control Variablesmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

View full text Add to dashboard Cite

Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

show abstract

“…Similar to diversification, the literature suggests that internationalization can affect downside risk (e.g., . To account for such an influence, we followed Tallman and Li (1996) in relying on the number of foreign countries in which a firm operates to approximate internationalization. We tested both diversification and internationalization for linear and exponential relationships in the analyses.…”

Section: Controlsmentioning

confidence: 99%

Strategic Risk Management

Lam¹

2017

Implementing Enterprise Risk Management

View full text Add to dashboard Cite

Effects of International Diversity and Product Diversity on the Performance of Multinational Firms.

Cited by 907 publications

References 34 publications

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Strategic Risk Management

Contact Info

Product

Resources

About