International Hotel Strategy and Institutional Distance: A Conceptual Framework

Dahms, Sven

doi:10.2139/ssrn.2575000

Cited by 2 publications

(2 citation statements)

References 66 publications

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“…Age is an important ingredient as it provides firms with the necessary experience to recognize and integrate external opportunities (Amankwah‐Amoah et al, 2019; Siggelkow & Levinthal, 2003). Furthermore, we included competencies of the subsidiary and relative size (Birkinshaw, Hood, & Jonsson, 1998), home region and industry (Dahms, 2015, 2017; Dahms, Kingkaew, & Ng, 2021), and entry mode (Hennart, 2009). The full model is illustrated in Figure 2.…”

Section: Methodsmentioning

confidence: 99%

Configuring subsidiary performance in ambidextrous networks: The role of top management team diversity and autonomy

Dahms

Cabrilo

Kingkaew

2022

Thunderbird Intl Bus Rev

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Subsidiaries are at the frontline of value creation in modern multinational enterprises. This research is among the first to apply an asset bundling framework to investigate how foreign‐owned subsidiaries achieve higher performance outcomes via ambidextrous network management, that is, with strong exploitative (intraorganizational) as well as strong explorative (interorganizational) network relationships, in emerging markets. Ambidextrous network management may be supplemented by decision‐making autonomy and top management team national diversity. The framework is tested on a sample of subsidiaries located in both Thailand and Singapore. The analysis revealed several configurations that make subsidiaries with ambidextrous networks become successful. Our findings demonstrate to subsidiary managers that exploitation and exploration are complementary for long‐term success in a subsidiary, but that the relative balance between the two is likely to vary according to the nature of subsidiary context‐specific assets.

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Section: Methodsmentioning

confidence: 99%

Configuring subsidiary performance in ambidextrous networks: The role of top management team diversity and autonomy

Dahms

Cabrilo

Kingkaew

2022

Thunderbird Intl Bus Rev

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“…MNEs. Dahms (2015) states that, since any given combination of parent and host country will be unique, it important for assessment of institutional context be done less on a global level and more so on an inter-country level. Such a shift will help MNEs develop strategies that specifically target the weakness of the host-country, as well as take advantage of its strengths.…”

Section: Section 54: Institutional Distance Challengesmentioning

confidence: 99%

International standards, local flavors

Ewoodzie¹

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This dissertation sheds new light on the well-recognized globalization phenomenon by examining its socio-cultural component. The literature assumes that the "global village" will simply emerge once the legal and technical obstacles have been overcome. However, the merging of cultural and social practices is not an effortless process. I set out to uncover how complex such socio-cultural exchanges are with a 12-month ethnography project. I examine Multinational Enterprise (MNE) in the hospitality industry, which serve as a hub for bordercrossing cultural exchanges. Specifically, I focus on Ghanaian-MNEs where international consumers expecting to receive international (Western culture) standards of customer service from the Ghanaian staff. My data show that the Ghanaian-MNE workplace is filled with cultural clashes that stem from MNEs tendency to use an integration model (maintain international standards) in regard to customer service experiences but use a differentiation model (adapt local cultural practices) in regard to human resource management (HRM). The clashes leave the staff dissatisfied with the workplace which negatively impacts their workplace performance. Given the labor, cultural, and emotional demands of the work, my study concludes that Ghanaian-MNEs should adapt strategic HRM tactics, as discussed in the international management literature, to gain a competitive advantage in their field. The findings from this study strongly establish the complexity of border-crossing cultural exchanges. Continuing to examine the dynamics of how individuals and organization come to adapt new cultural practices improves our understanding of the spread of globalization as well as a multitude of within organization processes.

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International Hotel Strategy and Institutional Distance: A Conceptual Framework

Cited by 2 publications

References 66 publications

Configuring subsidiary performance in ambidextrous networks: The role of top management team diversity and autonomy

Configuring subsidiary performance in ambidextrous networks: The role of top management team diversity and autonomy

International standards, local flavors

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