Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival

Cheng, Guangquan; Žužul, Tiona; Jones, Geoffrey; Khanna, Tarun

doi:10.2139/ssrn.2894558

Cited by 13 publications

(13 citation statements)

References 114 publications

(171 reference statements)

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“…and the convergence-divergence thesis (to what extent HRM in the Middle East is converging-diverging with other parts of the world) respectively; growing interest of businesses, researchers and policy makers in the region as it continues to economically grow amidst of socio-political and security-related developments, some of which are still unfolding; there are regular calls for such analysis for the under-researched parts of the world (e.g., Gao, Zuzul, Jones, & Khanna, 2017); and the influence of the unique socio-cultural and the rapidly changing institutional set-up of the Middle East (e.g., the nationalization programs being pursued dealing with recruitment and development of citizens to increase their employability, thereby reducing the country's dependence on an expatriate workforce) is not yet adequately researched. Moreover, in the absence of robust information, it is not clear about the nature and intensity of forces determining the approaches adopted to managing human resources and their suitability for firms operating there; and to highlight the context-specific nature of the HRM function and the prevalence of dominant indigenous HRM approaches for the region (Afiouni et al, 2014;Budhwar & Mellahi, 2016).…”

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confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of Buniversalisticâ nd Bbest practice^HRM (convergence) versus Bbest-fit^or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications.

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confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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“…When possible, we were careful at selecting more than one source to build these individuals' biographical information. Finally, we thoroughly read 10 interviews (of around 30 pages each) of different CEOs, presidents, and founders of Chile's largest business groups from the Harvard Business School Creating Emerging Markets collection (for an explanation of the interviews' methodology, see Gao, Zuzul, Jones, & Khanna, 2017).…”

Section: Methodology Data and Sourcesmentioning

confidence: 99%

Better together: How multinationals come together with business groups in times of economic and political transitions

Bucheli

Salvaj

Kim

2018

Global Strategy Journal

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Research Summary: This article studies two interrelated questions. First, why did business groups in emerging markets thrive and prevail after pro‐market reforms were implemented in their countries? And, second, what type of adaptation strategies can multinational corporations develop in order to be competitive in economies dominated by business groups? By conducting an archive‐based historical network analysis of business groups in Chile during periods of major economic and political transitions, we maintain that business groups were created in periods of protectionism as a way to navigate economies with strong state participation or inefficient markets. In this process, these groups endogenously created an economy with market imperfections resulting from the dominance of these business groups. This means that the transition toward more open markets did not necessarily create more competitive environments and that elites in emerging economies were unwilling to abandon the advantages of having links between their businesses. Multinationals entering this economy adapted by becoming business groups themselves and creating links with other business groups. In sum, strategies devised as means to reduce market imperfections created new imperfections that incentivized the business groups to retain their structure and forced multinationals to become business groups. Managerial Summary: Large diversified conglomerates known as business groups dominate the markets of emerging economies. These groups have survived important changes taking place in their own countries, including the abandonment of an import substitution industrialization model for an open market one or changes from military regimes to democratic ones. This article explores two aspects related to these transitions most emerging economies have gone through. First, why did some business groups survive despite the fact that many of them were created and grew during protectionist times? And, second, what strategies have multinational corporations developed when operating in economies dominated by those powerful business groups? We show, first, that some business groups survived the transition by rearranging the type of links they had with each other, and, second, that multinationals competing in economies dominated by those business groups opted for becoming business groups themselves.

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“…Data analysis and second-or higher-order codes … how the data were analyzed (e.g., focused, axial, theoretical, elaborative, longitudinal) Klingebiel and Joseph (2016) 12. Data disclosure … make raw materials available (e.g., transcripts, video recordings) Gao, Zuzul, Jones, and Khanna (2017) Note. These criteria should not be applied rigidly to all qualitative research because, although they are broad in nature, not all of them apply to every situation and type of qualitative study.…”

Section: Implications For Future Replication Studies Using Qualitatmentioning

confidence: 99%

“…Authors could make the data available to others researchers directly, in data repositories, or by request. An example is Gao et al (2017), whose data are available for downloading from the Business History Initiative website.…”

Section: Implications For Enhancing Qualitative Research Transparenmentioning

confidence: 99%

Transparency and replicability in qualitative research: The case of interviews with elite informants

Aguinis

Solarino

2019

Strategic Management Journal

398

327

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Research Summary: We used interviews with elite informants as a case study to illustrate the need to expand the discussion of transparency and replicability to qualitative methodology. An analysis of 52 articles published in Strategic Management Journal revealed that none of them were sufficiently transparent to allow for exact replication, empirical replication, or conceptual replication. We offer 12 transparency criteria, and behaviorally-anchored ratings scales to measure them, that can be used by authors as they plan and conduct qualitative research as well as by journal reviewers and editors when they evaluate the transparency of submitted manuscripts. We hope our article will serve as a catalyst for improving the degree of transparency and replicability of future qualitative research. Managerial Summary: If organizations implement practices based on published research, will they produce results consistent with those reported in the articles? To answer this question, it is critical that published articles be transparent in terms of what has been done, why, and how. We investigated 52 articles published in Strategic Management Journal that reported interviewing elite informants (e.g., members of the top management team) and found that none of the articles were sufficiently transparent. These results lead to thorny questions about the trustworthiness of published research, but also important opportunities for future improvements about research transparency and replicability. We offer recommendations on 12 transparency criteria, and how to measure them, that can be used to evaluate past as well as future research using qualitative methods.

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Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival

Cited by 13 publications

References 114 publications

The state of HRM in the Middle East: Challenges and future research agenda

The state of HRM in the Middle East: Challenges and future research agenda

Better together: How multinationals come together with business groups in times of economic and political transitions

Transparency and replicability in qualitative research: The case of interviews with elite informants

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