| 1. |
- Adenfelt, Maria, et al.
(författare)
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Enabling knowledge creation and sharing in transnational projects
- 2006
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Ingår i: International Journal of Project Management. ; :24, s. 191-198
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Tidskriftsartikel (refereegranskat)abstract
- In this study, we link the discussion of knowledge management enablers to research on transnational projects. A transnational project is a cross-border organizational unit composed of members of different nationalities, working in dispersed business units and functions, thereby possessing knowledge for solving strategic tasks in the MNC. Understanding of knowledge creation and sharing processes is essential, hence the purpose of this article is to investigate how different enablers support these processes within transnational projects. Using case-study data to explore the theoretical arguments, interesting implications emerge. First, organizational culture is the most prominent enabler, and is encouraged by the composition of project members. Second, impact and importance of enablers vary over time. Third, the enablers are interrelated.
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| 2. |
- Adenfelt, Maria, et al.
(författare)
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Knowledge development and sharing in multinational corporations : The case of a centre of excellence and a transnational team
- 2006
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Ingår i: International Business Review. - : Elsevier BV. - 0969-5931 .- 1873-6149. ; 15:4, s. 381-400:15 (4), s. 381-400
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Tidskriftsartikel (refereegranskat)abstract
- In this paper, we link the discussion on the differentiated multinational corporation (MNC) with organisational mechanisms for knowledge development and sharing. The aim is to explore the impact of different organisational mechanisms on knowledge development and sharing. Using case-study data-drawn from the same MNC-to explore two different organisational mechanisms, a Centre of Excellence and a transnational team, the findings illustrate how multifaceted knowledge development and sharing are. The organisational structure of the two organisational mechanisms partly determines whether knowledge development occurs locally or globally. This, in turn, has consequences for how knowledge sharing evolves. The sharing process is like a double-edged sword: how to share globally while allowing for local adaptations or how to share locally while developing global knowledge.
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| 3. |
- Adenfelt, Maria, et al.
(författare)
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Rejuvenating for knowledge exploitation: Exploring corporate entrepreneurship in an MNE
- 2007
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Ingår i: Journal of International Entrepreneurship. ; Kommande
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is to study how organizational rejuvenation is used to increase and support knowledge exploitation in multinational enterprises. Using case-study data to explore the theoretical arguments, interesting findings emerge. The main finding is that entrepreneurial activities in IT industry enable organizational rejuvenation with repercussions beyond the focal function. Other findings relate to how corporate entrepreneurship activities provide possibilities for continuous knowledge exploitation within the MNE and how entrepreneurial groups inside MNEs form the foundation from which the organizational rejuvenation originates. Finally, the form of organizational rejuvenation studied embraced both structural and behavioral changes.
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| 4. |
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| 5. |
- Gorgijevski, Alexander, et al.
(författare)
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Does proactivity matter? : The importance of initiative selling tactics for headquarters acceptance of subsidiary initiatives
- 2019
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Ingår i: Journal of International Management. - : Elsevier BV. - 1075-4253 .- 1873-0620. ; 25:4
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Tidskriftsartikel (refereegranskat)abstract
- By integrating literature on proactive behavior, in particular voice behavior theory, with the attention-based view of the firm, we examine how the use of a set of initiative selling tactics influences the acceptance of subsidiary initiatives by MNC headquarters. The findings suggest that the initiative selling tactics that matter most for the headquarters acceptance of subsidiary initiatives are related to proactive efforts such as the preparation and the packaging of the subsidiary initiative. The paper contributes to academia and practice by providing a richer un- derstanding of proactive behavior among subsidiaries in terms of the “voice tactics” used to get their subsidiary initiatives recognized and accepted by headquarters. The study uses data from a questionnaire survey of 110 MNC subsidiaries and qualitative interview data.
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| 6. |
- Gorgijevski, Alexander N., 1991-, et al.
(författare)
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Subsidiary Strategic Influence : The Role of Subsidiary Attention-Building Behavior
- 2022
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Ingår i: Management Decision. - : Emerald Group Publishing Limited. - 0025-1747 .- 1758-6070. ; 60:13, s. 48-65
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Tidskriftsartikel (refereegranskat)abstract
- PurposeBy the view of attention-building activities as “tools of power,” the authors investigate the impact of subsidiary involvement in attention-building activities on the strategic influence of subsidiaries within multinational corporations (MNCs).Design/methodology/approachThe study is based on survey data from 110 international subsidiaries located in Sweden. Five hypotheses were tested using structural equation modeling with linear structural relations.FindingsThe study shows that organizational commitment and external scouting activities, as two attention-building activities, do not directly affect the ability of subsidiaries to gain a strategic influence in MNCs. Rather, the results provide support for the importance of headquarters’ positive attention as a mediator between such activities and subsidiary strategic influence. This implies that subsidiaries do not receive any strategic influence through these activities unless they receive explicit positive attention from the corporate headquarters.Originality/valueThis study contributes to the micro-political view of the MNC by offering insights into the impact of attention-building activities of subsidiaries as a potential source of strategic influence for MNC subsidiaries.
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| 7. |
- Gorgijevski, Alexander, et al.
(författare)
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Subsidiary strategic influence: the role of subsidiary attention-building activities
- 2022
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Ingår i: Management Decision. - : Emerald. - 0025-1747 .- 1758-6070. ; 60:13, s. 48-65
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – By the view of attention-building activities as “tools of power,” the authors investigate the impact of subsidiary involvement in attention-building activities on the strategic influence of subsidiaries within multinational corporations (MNCs).Design/methodology/approach – The study is based on survey data from 110 international subsidiaries located in Sweden. Five hypotheses were tested using structural equation modeling with linear structural relations. Findings – The study shows that organizational commitment and external scouting activities, as two attention-building activities, do not directly affect the ability of subsidiaries to gain a strategic influence in MNCs. Rather, the results provide support for the importance of headquarters’ positive attention as a mediator between such activities and subsidiary strategic influence. This implies that subsidiaries do not receive any strategic influence through these activities unless they receive explicit positive attention from the corporate headquarters. Originality/value – This study contributes to the micro-political view of the MNC by offering insights into the impact of attention-building activities of subsidiaries as a potential source of strategic influence for MNC subsidiaries.
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| 8. |
- Hult, G. Tomas M., et al.
(författare)
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A Ten Country-Company Study of Sustainability and Product-Market Performance : Influences of Doing Good, Warm Glow, and Price Fairness
- 2018
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Ingår i: Journal of Macromarketing. - : Sage Publications. - 0276-1467 .- 1552-6534. ; 38:3, s. 242-261
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Tidskriftsartikel (refereegranskat)abstract
- Countries, companies, and customers are becoming increasingly concerned with sustainability. However, it is unclear how much increased cost, if any, companies are willing to tolerate for sustainability efforts at the rate of potentially lower profits. Plus, what are the customers' sensitivities to the prices of products/services that are developed within the realm of sustainability initiatives (e.g., how much more can the products/services cost and still be viable)? Additionally, with 193 countries of the United Nations ratifying the Sustainable Development Goals, we know that countries are focused on sustainability, but can companies achieve positive sustainability effects on performance above what countries are doing? Consequently, what are the macro-micro dynamics in play for sustainability efforts? In a 10-country study involving 4,051 companies, we examine these macro-micro (country-company) dynamics, company costs, customer costs, and price sensitivities on the effects of sustainability on companies' performance. The results indicate that positive effects on companies' performance can be achieved (1) from the companies' sustainability efforts in all 10 countries studied, (2) even if the costs and/or prices increased by 27 to 72 percent (depending on the dynamic and scenario), and (3) by companies implementing sustainability efforts that are 5 to 30 percent above the efforts of the country. Increased sustainability effects can also be gained from lowering customer and company costs, but no such effects were found when lowering product prices.
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| 9. |
- Hult, G. Tomas M., et al.
(författare)
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The theoretical evolution and use of the Uppsala Model of internationalization in the international business ecosystem
- 2020
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Ingår i: Journal of International Business Studies. - : PALGRAVE MACMILLAN LTD. - 0047-2506 .- 1478-6990. ; 51:1, s. 38-49
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Tidskriftsartikel (refereegranskat)abstract
- The Uppsala Model - typically viewed as an internationalization process model, an internationalization stages model, or a sequential internationalization model - has served as a theoretical underpinning in the international business literature since Johanson and Vahlne's (J Int Bus Stud 8(1):23-32, 1977) article incorporated thoughts by researchers at Uppsala University in one all-encompassing model. Major updates to the model were published in 2009 and 2017 by the original authors. Our work examines what has now become the time-tested and Decade Award-winning 2009 version of the Uppsala Model relative to the original model in 1977. We also provide an outlook for international business research within the scope of the 2017 version of the model. This evaluation and dive across times into the nuances of the Uppsala Model capture aspects of the model's theoretical and empirical power, as well as its limitations within today's international business ecosystem. (The international business ecosystem is defined as the organisms of the business world - including stakeholders, organizations, and countries - involved in exchanges, production, business functions, and cross-border trade through both marketplace competition and cooperation.) In the process, we push the theoretical boundaries of the model and provide a unique connection to marketing thought.
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| 10. |
- Hult, G.T.M, et al.
(författare)
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What Drives Performance in Globally Focused Marketing Organizations? A Three-Country Study
- 2007
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Ingår i: Journal of International Marketing. - : SAGE Publications. - 1069-031X .- 1547-7215. ; 15:2, s. 58-85
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Tidskriftsartikel (refereegranskat)abstract
- In marketing, compared with other organizational dimensions such as leadership, culture, structure, and processes, relatively scant attention has been devoted to the effect of strategy on firm performance, especially in the global context. Rapid globalization of markets, along with ever-increasing dynamic demands on the marketing organization, necessitates a new examination. This article reports on a study that examines the role of strategy and other organizational forces on the performance of globally focused marketing organizations headquartered in Norway, Sweden, and the United States. The general findings indicate that (1) the constructs of leadership, strategy, and culture precede the globally focused marketing organization's structure; (2) strategy precedes structure; and (3) organizational structure and processes influence marketing and financial performance. Many relationships appear to be consistent across countries, and some are uniquely tied to the home-country markets.
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