Expatriates’ international opportunity recognition and innovativeness: The role of metacognitive and cognitive cultural intelligence

Lorenz, Melanie P.; Ramsey, Jase R.; Richey, R. Glenn

doi:10.1016/j.jwb.2017.11.004

Cited by 95 publications

(79 citation statements)

References 104 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The arrival of Covid, damage to international institutions, shifting ideologies and changing patterns of international operations have also disrupted international business networks, widely viewed as essential to innovation, learning, access to resources, international expansion, and opportunity recognition ( Lorenz, Ramsey, & Richey, 2018 ; Pedersen, Soda, & Stea, 2019 ). These networks emerge based on personal (e.g., friendship and kinship), professional and business relationships ( Batjargal et al, 2013 ).…”

Section: Covid and The Change In The Global Business Environmentmentioning

confidence: 99%

International entrepreneurship in the post Covid world

Zahra

2021

Journal of World Business

286

197

View full text Add to dashboard Cite

Section: Covid and The Change In The Global Business Environmentmentioning

confidence: 99%

International entrepreneurship in the post Covid world

Zahra

2021

Journal of World Business

286

197

View full text Add to dashboard Cite

“…However, we note a need for better connecting the relatively large MNE HRM literature on expatriates [for reviews see Harvey & Moeller (2009), Takeuchi (2010] with the subsidiary management literature. For example, metacognitive and cognitive cultural intelligence held by expatriates are likely to enhance their innovativeness and hence their contribution to subsidiary knowledge creation (Lorenz, Ramsey & Richey, 2018). A microfoundations process perspective on expatriate managers that incorporates for example expatriate attitudes, specific capabilities, and actions, is likely to generate new insights on the drivers of subsidiary-level outcomes (e.g., Nuruzzaman et al, 2019).…”

Section: Expatriatesmentioning

confidence: 99%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

View full text Add to dashboard Cite

Multinational enterprise (MNE) subsidiaries abroad are important organizations in their own rights. They typically hold some of the MNE's most critical resources, and operate at the forefront of complex international environments. In this review, we identify and organize theoretical and empirical research on subsidiary management based on over 600 articles in leading academic journals. We develop a conceptual framework that integrates complementary streams of theoretical and empirical research with the subsidiary as its focal unit of analysis. In particular, we review six lines of research on subsidiary scope, practices, knowledge management, engagement with local market and nonmarket actors, performance, and individuals within subsidiaries. We highlight theoretical perspectives that have contributed to, and been advanced by, research on MNE subsidiaries. Based on the review, we explore future research agendas, linking the contemporary research themes with two main thrusts. First, subsidiary management is a multi-level phenomenon that would benefit from more microfoundational research. Second, subsidiary management operates at key interfaces of technology paradigm shifts, and of disruptions in the political and institutional environment. Research into the dynamics of subsidiary management would thus enhance our understanding of international business in a volatile global economy. Journal of International Business Studies (2020) 51, 538-576.

show abstract

“…In this context, the focus is less on managing established processes and more on developing new ideas, products, or processes ( Harrison and Leitch, 2005 ). Though liabilities of foreignness may still exist at the new venture level, the turbulence of a foreign environment can be stimulating for the individual entrepreneur, in a constructive way ( Lorenz et al., 2018 ). For example, Tadmor et al.…”

Section: A Schema Theory Modelmentioning

confidence: 99%