Will you return from your next business trip?

Beeman, Don R.; Sharkey, Thomas W.; Magill, Sharon L.

doi:10.1016/0007-6813(88)90069-9

Cited by 1 publication

(1 citation statement)

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“…Frequent threats occur in contexts with substantial institutional voids as observed in our case. Threats in these contexts are often 'man-made' in origin and include kidnapping and murder (Banham, 2002(Banham, , 2005Barth, 1998;Beeman et al, 1988;Leonard, 2004;Welt, 1986), bomb and rocket attacks (Frohman, 2006;Kupisz, 2006). When these dangers are omnipresent, there is a call for individual vigilance and commitment.…”

Section: Learning To Manage From Frequent Security Threatmentioning

confidence: 99%

Extreme case learning: the manager perspective on rare knowledge and capabilities development

Suder

Birnik²,

Nielsen³

et al. 2017

Knowledge Management Research & Practice

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International strategy is enhanced by organizations' ability to learn in host markets; yet it remains ambiguous how post-entry knowledge gaps between home -and host-country shape MNE's absorptive capacity. This article builds on the specific contributions of 'extreme case' internationalization to advance literature in this field. We foster the understanding of the role of rare knowledge and the mechanisms that link knowledge acquisition to absorptive capacity dynamics used in the internationalization path of multinational enterprises (MNEs). We opt for in-depth qualitative research into the post-entry phase of 'extreme' (thus particularly crude) international joint venture (IJV) investment, and analyze the perspective of managers from a developed economy MNE located in a high-risk, weak institutions host country. The firm's absorptive capacity and its interaction with external environments, that are categorized into four distinct contexts, is found to be contingent upon pro-active experiential learning, concurrent to managerial willingness and simultaneous organizational commitments to learning and to exploiting rare knowledge. We thus uncover managerial perceptions of a knowledge gap identified as host-country challenges and resulting managerial solutions, which reveal rare learning opportunities and knowledge exploitation dynamics. The capacity to compensate for knowledge gaps is a critical key within the design and consolidation of an alternative internationalization path for developedcountry MNEs. This challenges the traditional risk-return-commitment dependencies in prior literature.

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Section: Learning To Manage From Frequent Security Threatmentioning

confidence: 99%