Transcending borders with international top management teams: A study of European financial multinational corporations

Stability and change in managerial elites: the institution of management education in Norway from 1936 to 2009

“…Third, the internationalisation process of Norwegian companies began to accelerate from the 1980s onwards (Benito, Larimo, Narula, and Pedersen 2002), although the foundations of this process started as early as the late 1960s (Amdam 2009). Firms tend to match top manager profiles to their strategies (Greve et al 2009). Hence, the internationalisation of Norwegian firms may represent a quest for new managerial competence needs that changed the characteristics of the Norwegian managers' educational backgrounds.…”

“…Something is likely to happen to the idea of new management competence as it go through the dis-and re-embedding processes (Giddens 1984). Second, the idea of new managerial competence can be quite vague-a label, rather than a set of specific characteristics (Greve, Nielsen, and Ruigrok 2009). Hence, in the formulation and labelling of a prototype, the labels are the same, but the content becomes different (Sahlin and Wedlin 2008).…”

The Effects of the Degree of Internationalization on Export Performance: A Research on Exporters in Turkey

“…The increase in the DOI level means that companies are progressing in the internationalization process and has an impact on the export performance of the companies (Pangarkar, 2008). When subanalyses of DOI elements are conducted, it would be observed that there is a correlation between the performance and the factors of FSTS (Riahi -Balkaoui, 1998, Nehrt, 1999, Ruigrok et al, 2007Loncan and Nique, 2010), FATA (Sullivan,1994;Ramaswamy et al, 1996;Nehrt, 1999;Kennelly and Lewis, 2001), PDIO (Conway and Swift, 2000;Evans et al, 2000;Loncan and Nique, 2010), TMIE (Sua'rez-Ortega and A'lamoVera, 2005), FETE (Contractor et al, 2003;Hassel et al, 2003;Chang, 2007;Greve et al, 2009;Nielsen, 2010;Zhang and Toppinen, 2011), OSTS (Sullivan,1994;Ramaswamy et al, 1996;Kennelly and Lewis, 2001). Several correlations such as S (Lu and Beamish, 2004), J and U (Contractor et al, 2003), reverse U (Elango and Sethi, 2007), positive linear, positive decreasing (López-Morales and Gómez-Casas, 2014) between DOI and performance have been established by various researchers.…”

Do intercultural teams need “requisite variety” to be effective?

“…For example, Lane et al (2004: 19) point out that in the context of globalisation, "the appropriate response to complexity is through the deliberate development of RV". Greve et al (2009) quote Ashby and argue that multinational companies try to balance requisite levels of cognitive and experiential variety at top management team level with the demands of the international operations. Generally speaking, it is assumed that the principle of RV helps explain why companies intentionally increase team variety in response to complex global environments.…”

“…Intercultural teams are often set up to cope with the diversity of the environment (Weick and Van Orden, 1990;Webber and Donahue, 2001;Schneider and Barsoux, 2003;Gluesing and Gibson, 2004;Greve et al, 2009), to enhance global efficiency and local responsiveness (Bartlett and Ghoshal, 1989;Gluesing and Gibson, 2004;Nonaka and Takeuchi, 1995) and, in particular, to accomplish complex tasks (Gluesing and Gibson, 2004).…”