Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India

Ferraris, Alberto; Degbey, William Y.; Singh, Sanjay Kumar; Bresciani, Stefano; Castellano, Sylvaine; Fiano, Fabio; Couturier, Jérôme

doi:10.1016/j.jwb.2021.101272

Cited by 50 publications

(41 citation statements)

References 132 publications

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“…Accelerating changes at the macro, industrial, and micro levels challenge organizations to be dynamic and adapt appropriately to the turbulent environment (Ahsan & Fernhaber, 2018; Ferraris et al, 2021; Hitt, Keats, & DeMarie, 1998; Teece, Pisano, & Shuen, 1997). With the intensification of globalization, emerging markets have an increased role globally (Batra & Dhir, 2019; Choi & Beamish, 2013; Li & Liu, 2014).…”

Section: Related Theoretical Backgroundmentioning

confidence: 99%

Organizational ambidexterity from the emerging market perspective: A review and research agenda

Batra

Dhir

2022

Thunderbird Intl Bus Rev

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Ambidexterity is an important driver of organizational success to meet the future needs of fast‐changing markets. Building on the organizational ambidexterity (OA) literature, this study investigates the concept of OA from the emerging market perspective. It adopts semantic network analysis and meta‐analysis to identify the factors affecting OA in emerging markets. Semantic network analysis measures degree and eigenvector centralities to understand how the studied words are connected to OA in emerging markets. Meta‐analysis summarizes the factors affecting OA in the emerging markets and categorizes them as homogenous or heterogeneous. The results reveal the homogeneity in factors such as firm age, firm size, research and development intensity, top management team (TMT) size, environment instability, ownership, competitive intensity, risk aversion, and international experience, and the heterogeneity in factors such as innovation, firm performance, technological turbulence, new product development, slack resources, TMT social, and market orientation. Future research directions and managerial implications are discussed.

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Section: Related Theoretical Backgroundmentioning

confidence: 99%

Organizational ambidexterity from the emerging market perspective: A review and research agenda

Batra

Dhir

2022

Thunderbird Intl Bus Rev

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“…, 2018) being more agile and better address multiple stakeholders' needs in several foreign markets (e.g. Ferraris et al. , 2021; Shams et al.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

“…Second, INVs may also increase the speed of knowledge accumulation by exploiting the creative recombination, complementary alignment and spillovers of heterogeneous knowledge (Hagedoorn et al, 2018) being more agile and better address multiple stakeholders' needs in several foreign markets (e.g. Ferraris et al, 2021;Shams et al, 2021). With this regard, Nemkova (2017, p. 257) clearly found that "agility is more likely to be positively related to international market performance" when managers possess experience and knowledge of the market as well as international one.…”

Section: Theoretical Background and Hypotheses Development 21 Externa...mentioning

confidence: 99%

Openness strategies and the success of international entrepreneurship

Gimenez‐Fernandez

Ferraris

Troise

et al. 2022

IJEBR

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PurposeExternal knowledge is a key resource for the success and the survival of born global firms; however, existing models provide minimal evidence on how these firms should source this knowledge resource. Thus, the purpose of this research is to increase understanding on the impact of diverse knowledge search and knowledge formal protection in international new ventures (INVs).Design/methodology/approachThe study uses a quantitative methodology based on a sample of start-ups from the Spanish Community Innovation Survey data. Using ordinary least squares regressions on a 10-year period panel data, this research tests the moderator role of a heterogeneous base of international partners and formal knowledge appropriation strategy on the relationship between start-ups and their export performance.FindingsThe results show that compared to non-born global start-ups, born global firms benefit more from establishing relationships with a set of heterogeneous international partners. By contrast, all start-ups benefit from an extensive appropriation strategy if they establish such alliances with diverse international partners.Originality/valueThe study extends current theory on international entrepreneurship by providing a new theoretical framework for INVs of both the extensive use of formal mechanisms of knowledge protection and the access to heterogeneous and distant knowledge. This study has also several implications for knowledge management domain.

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“…Fourné, Jansen, and Mom (2014) adopted the concept in the study of Multinational enterprise (MNEs), referring to strategic agility as a meta‐capability that creates and deploys a dynamic balance between sensing local opportunities, enacting global complementarities, and capturing local value over time (Fourné et al (2014, p. 14). The ability to remain flexible in facing new developments, to continuously adjust the company's strategic direction and to develop innovative ways to create value is also known as strategic agility (Weber & Tarba, 2014, see also Ferraris et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…These angles have continued to have less attention while other dynamics have been explored (Johanson & Vahlne, 2009;Silva, Bradley, & Sousa, 2012;Sousa & Bradley, 2006Sousa & Lengler, 2009;Tan & Sousa, 2013). To explore this process empirically, we present two firms entering two opposite new contexts (cf., Ferraris et al, 2021). We examine the relationships of the manufacturer firm with their channel partner and the co-creation of the IMA.…”

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confidence: 99%

Who creates international marketing agility? Diasporic agility guiding new market entry processes in emerging contexts

Elo

Silva

2022

Thunderbird Intl Bus Rev

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International marketing agility is a crucial dynamic capability in international business. The purpose of this article is to examine who creates it and how exporters and partners leverage diasporic agility. We employ case study research on two diaspora entrepreneurs acting as ambidextrous strategic channel partners and playing a central role in guiding the exporter to new markets. In both cases, the role of the diaspora entrepreneurs as channel partners was decisive in providing multistage agility for the exporter while employing their specific market drive and understanding as a source of competitive advantage. While the exporters concentrated on their core business, the partners sensed, seized, and reconfigured resources to enable market entry and growth under culturally and politico‐economically demanding conditions. The diasporic understanding of the markets was a unique form of this agility and fundamental for the right strategies and an exporter's international marketing. Diaspora channel partners facilitated entry and lowered the cost of international marketing by providing advanced and more locally legitimate knowledge, fostering ambidexterity. We contribute to the conceptualization of the role of diaspora as an international marketing agility actor.

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Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India

Cited by 50 publications

References 132 publications

Organizational ambidexterity from the emerging market perspective: A review and research agenda

Organizational ambidexterity from the emerging market perspective: A review and research agenda

Openness strategies and the success of international entrepreneurship

Who creates international marketing agility? Diasporic agility guiding new market entry processes in emerging contexts

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