What types of top management teams' experience matter to the relationship between political hazards and foreign subsidiary performance?

Qiao, Wei; Li, Wen Helena; Sisto, Marco De; Gu, Jinlong

doi:10.1016/j.intman.2020.100798

Cited by 8 publications

(7 citation statements)

References 141 publications

(265 reference statements)

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“…These arguments and findings offer new explanations that may help clarify the mixed empirical results regarding the relationship between executives’ international experience and firm performance reported in the prior research discussed earlier (e.g. Carpenter, Sanders and Gregersen, 2001; Daily, Certo and Dalton, 2000; Hsu, Chen and Cheng, 2013; Hutzschenreuter and Horstkotte, 2013; Le and Kroll, 2017; Wang et al ., 2016; Wei et al ., 2020).…”

Section: Discussionmentioning

confidence: 99%

“…Some studies found that executives’ international experience had a positive effect on firm performance (Carpenter, Sanders and Gregersen, 2001; Daily, Certo and Dalton, 2000; Hsu, Chen and Cheng, 2013; Le and Kroll, 2017). Others reported negative or moderating effects of TMT international experience on firm or subsidiary performance (Carpenter, Sanders and Gregersen, 2001; Hutzschenreuter and Horstkotte, 2013; Wei et al ., 2020). In a meta‐analysis, Wang et al .…”

Section: Upper Echelons Theorymentioning

confidence: 99%

“…International experiences across countries are particularly likely to pose such challenges – and opportunities – for learning. Thus, the spatial dimension of international experience, in addition to the time dimension, is key to learning from it (Le and Kroll, 2017; Wei et al ., 2020).…”

Section: Learning From International Experiencementioning

confidence: 99%

“…Thus, experiential learning requires exposure to and conscious processing of recurrent experiences that start and restart the learning cycle, together forming a ‘learning spiral’ (Kolb, 2015; Kolb and Kolb, 2009). As such, the duration of international experience (Le and Kroll, 2017; Takeuchi et al ., 2005; Wei et al ., 2020) and the recurrence of situations experienced while living and working internationally are key to learning from such experiences.…”

Section: Learning From International Experiencementioning

confidence: 99%

“…Building on this conceptualization, we argue that TMT international experience is likely to have a positive effect on firm performance following CBA decisions when levels of experience are higher rather than lower. We predict U‐shaped relationships between two key dimensions of TMT international experience, namely its length and geographic scope (Le and Kroll, 2017; Wei et al ., 2020), and post‐CBA performance. We further hypothesize that TMT nationality diversity (Nielsen and Nielsen, 2013; Tasheva and Hillman, 2019) alleviates the negative performance effects associated with low levels of TMT international experience.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Experience Teaches Slowly: Non‐linear Effects of Top Management Teams’ International Experience on Post‐acquisition Performance

Piaskowska

Trojanowski

Tharyan

et al. 2021

British J of Management

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Executives' international experience is commonly considered a critical asset for multinational companies. The underlying presumption is that individuals learn from international experience. We revisit this presumption and propose a conceptualization of learning from international experience that accounts for the process and challenges of such learning. We use this conceptualization to examine how the international experience of top management team (TMT) members affects firm performance following cross-border acquisition decisions of these TMTs. Empirical analyses addressing potential endogeneity concerns show that high, but not low, levels of TMT international experience have a positive impact, and that these effects are moderated by TMT nationality diversity.

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