http://www.emeraldinsight.com/1571-5027.htm Table of contents from the most recently published volume of Advances in International Management Book series en-gb Fri, 08 Jun 2012 00:00:00 +0100 2012 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 http://www.emeraldinsight.com/common_assets/img/covers_book/1571-5027.gif http://www.emeraldinsight.com/1571-5027.htm 120 157 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032367&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025005 Chapter literatinetwork@emeraldinsight.com (Timothy M. Devinney) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032368&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025006 Chapter literatinetwork@emeraldinsight.com (Jagdish N. Bhagwati) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032369&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025007 Professor Jagdish Bhagwati is a prolific scholar with an impressive array of awards and multiple publications to his name. By traditional measures of output, Professor Bhagwati has clearly addressed many interesting questions. Yet there is more to a scholar's career than can be captured by these numbers; Professor Bhagwati's work can also be marked by the importance of the questions he asks. Important questions offer insight into how we can reframe our thinking. Beyond contributing to the debate about globalization and free trade, Professor Bhagwati has helped reshape it. In this chapter, I identify several important questions that he has asked regarding the role of globalization in poverty alleviation and explore their importance in helping us think differently about how globalization can work better for the poor. Chapter literatinetwork@emeraldinsight.com (Ted London) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032370&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025008 Chapter literatinetwork@emeraldinsight.com (Tarun Khanna) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032371&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025009 Chapter literatinetwork@emeraldinsight.com (Laszlo Tihanyi, Timothy M. Devinney, Torben Pedersen) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032372&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025010 In this chapter, we examine and expand institutional theory. While acknowledging that actors and organizations interrelate in an institutional (legal, political and socio-economic) framework and that this interaction between them shapes economic activities (North, 1990; Scott, 1995), we argue that the boundaries of today's institutional environments have significantly evolved. They encompass not only the traditional domains of micro (individual/organization) and macro (nation-state) levels as well as of a co-located physical environment captured by received institutional theory but also an added dimension that transcends physical space. This new dimension includes a dispersed, borderless environment that invisibly cuts across nation-states. We discuss the implications of this extended view of institutional domains for theory and practice. Chapter literatinetwork@emeraldinsight.com (Candace A. Martinez, Christopher Williams) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032373&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025011 Institutional economics at the societal level focuses on the examination of interpersonal and impersonal economic, political and social institutions within a given polity and how such institutions might change and evolve over time. Such examination is critical to both international business scholars and practitioners if they are to successfully navigate variations in the rules of the game in international trade and commerce. Whilst institutional economics offers an immense body of literature on institutions, it offers surprisingly few theoretical or conceptual tools for empirical analysis. This chapter discusses five extant frameworks and proposes an ontological theoretical framework developed from interdisciplinary sources to underpin extant frameworks and thereby guide international business researchers in designing more effective research instruments for examining institutional change across and between cultures. Chapter literatinetwork@emeraldinsight.com (Antony J. Drew, Anton P. Kriz) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032374&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025012 The liability of foreignness has long been acknowledged as a key concept in international business research. Departing from the cost side of foreignness, this chapter explores intangible benefits of foreignness exclusive to multinational enterprises in a host country in addition to tangible benefits such as preferential tax policies. Intangible benefits of foreignness are defined as advantages of foreignness so as to distinguish from assets of foreignness – tangible benefits of foreignness. Drawing on institutional theory and social comparison theory, we propose that advantages of foreignness can lead to important firm-specific performance-related outcomes, which have been generally underestimated in the international business literature. Chapter literatinetwork@emeraldinsight.com (Wei Shi, Robert E. Hoskisson) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032375&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025013 The international business literature has long acknowledged that firms face disadvantages when engaging in business abroad. This disadvantage is expressed in such constructs as the costs of doing business abroad, the liability of foreignness and the country-of-origin effect; however, none of these constructs fully captures the potential liability associated with the home base of the multinational enterprise. We develop a new construct, liability of home, aimed at filling this gap, providing insights into the theory and practice of international business. Chapter literatinetwork@emeraldinsight.com (Charles E. Stevens, Oded Shenkar) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032376&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025014 This chapter contributes to the existing literature on institutional theory and international business research by integrating the concepts of polycentrism and institutional learning to examine how MNEs from emerging economies invest in developed countries. We argue that equity-based market entry modes and non-equity-based modes create different needs for learning about economic, regulatory and political institutions; entry modes with or without local partners lead to different levels of institutional embeddedness and institutional learning speeds. Finally, the content of institutional knowledge also determines its transferability and adaptability. We emphasize the importance of recognizing the integrated nature of economic, regulatory and political institutions from a polycentric perspective and discuss their change in different situations. Chapter literatinetwork@emeraldinsight.com (Kai Xu, Michael A. Hitt) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032377&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025015 We view emerging-market multinational corporations (EMNCs) as agents for global isomorphism. EMNCs seek to enter developed markets not only to expand their business operations but also to acquire advanced knowledge to enhance their core competencies. In entering these markets, EMNCs are subject to coercive, normative and cognitive pressures as they seek legitimacy. Once these firms gain legitimacy in advanced markets through the adoption of local business practices, they transfer these approaches to their headquarters in developing markets, establishing best practices in their home markets. Further, EMNCs may engage in efforts aimed at changing the institutional environment in the developing market to facilitate the transfer of learned practices from the developed market. Thus, we propose that these best practices lead to global isomorphism, but also note instances where symbolic adoption of developed market practices may slow the isomorphic process. Chapter literatinetwork@emeraldinsight.com (Ru-Shiun Liou, Alex S. Rose, Alan E. Ellstrand) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032378&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025016 This study draws upon the interorganizational imitation theory and endorsement literatures to explain the entry mode decisions of emerging-market firms (EMFs) into developed markets. Specifically, the study argues that EMFs entering developed markets pay differential attention to the prior actions of reference groups – by type of country of origin (whom to follow?) and by entry mode (how to imitate?). We test our hypotheses with a sample of 591 entries by EMFs investing in the United States over a 10-year period. The results support an isomorphism-based framework with different influences across reference groups by country of origin and entry mode. We find a dominant form of isomorphism, even after controlling for transaction costs and resource-based explanations. Chapter literatinetwork@emeraldinsight.com (Dan Li, Stewart R. Miller, Lorraine Eden) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032379&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025017 The chapter explores the stages of development of an outward foreign direct investment (OFDI) institutional field during periods of major system change in big emerging economies. The state and its agencies appear to be the principal institutional entrepreneurs in developing the OFDI organizational field. Consequently, the development of OFDI institutions depends heavily on the extent to which state policy is consistent in supporting the regulative, normative and cognitive pillars enabling and promoting but also monitoring and controlling OFDI. The chapter concludes by advancing theoretical propositions positing the relationship between continuity, the maturity of the OFDI organizational field and the level of institutional entrepreneurship stemming from governmental and business sources. Chapter literatinetwork@emeraldinsight.com (Svetla Marinova, John Child, Marin Marinov) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032380&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025018 This empirical study conceptualizes the institutional environment within which firms function in a transition economy as a number of dimensions, representing the externally set ‘rules of the game’ as perceived by senior managers. It then proposes a mediating model of the links between that environment and the commercial performance of enterprises in which incentive intensity is a key strategic choice, influenced by perceptions of the institutional setting and the influence of that choice is carried on to commercial performance by a set of managerial orientations. The model is tested using survey data from a sample of 959 Chinese enterprises. Chapter literatinetwork@emeraldinsight.com (Howard Davies) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032381&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025019 We develop a framework that explains the role of knowledge resources in the formation of international strategic alliances by multinational corporations. The focus is on the value and uniqueness of knowledge resources and two types of learning international strategic alliances, exploratory and exploitative. Also, we explain how the institutional environment – a host country's property and contractual rights, rule of law and the institutional distance between the countries of the partnering firms – affects the attractiveness of these two forms of alliances. Chapter literatinetwork@emeraldinsight.com (Indu Ramachandran, Kim Clark, Stewart R. Miller, Dana Wang) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032382&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025020 Many international management scholars have expressed concern about whether societal culture changes so rapidly that research which attempts to represent it has little utility. We address this fundamental concern of international management by providing three theoretical lenses to examine the forces that produce and maintain a society's culture: functional theory, neo-institutional theory and complexity theory. We consider principles of progressive change and problems of social psychology from functional theory, the three pillars and conflicting institutional logics of neo-institutional theory and the ideas of stable equilibrium, oscillations and chaos of dynamic systems from complexity theory. Although these three theoretical lenses sometimes produce conflicting explanations of culture change, they often complement each other. Together, they provide a more realistic picture of the dynamics of the societal cultural milieu of organizations than do cultural representations that favour stability or those that completely discount the utility of any attempt at representing cultural continuity. Chapter literatinetwork@emeraldinsight.com (Aycan Kara, Mark F. Peterson) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032383&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025021 We use insights from resource dependence, institutional theories and social movement theories to examine the indigenization of subsidiary management in the multinational company (MNC). We discuss the effects of interdependence with local organizations, access to critical resources, and MNC legitimacy in the host country on the indigenization of subsidiary management. We consider the impact of local and extra-local social movement activity as well as the local political opportunity structure in the host country. The organizational variables in the framework include international strategy and experience. We suggest implications for further international management research and practice involving the operation of foreign subsidiaries. Chapter literatinetwork@emeraldinsight.com (Laszlo Tihanyi, Anand Swaminathan, Sarah A. Soule) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032384&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025022 The international context provides multinational enterprises (MNEs) with distinct and plural institutional arrangements. The concept of institutional logic, which has received little attention in MNE management research, provides theoretical tools to address the plurality of institutional contexts that characterize MNEs. By focusing on the concept of institutional logic rather than on traditional neo-institutional views of organizational phenomena, this chapter aims to provide a theoretical framework to address the institutional plurality of MNEs and to study the impact of diverse arrangements of institutions on individual and organizational behaviours in the context of MNEs. Chapter literatinetwork@emeraldinsight.com (Christiane Molina) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&chapterid=17032385&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025023 The paper focuses on legitimation and legitimation strategies applied by companies. Following the process of systematic review, we analyse empirical studies exploring legitimation and legitimation strategies from different theoretical perspectives. Using the key findings by reconnoitering and comparing the theoretical background, approaches, methodologies and findings of these empirical studies, we outline potential directions for research in the legitimation strategies of firms engaged in international business operations. Chapter literatinetwork@emeraldinsight.com (Romeo V. Turcan, Svetla Marinova, Mohammad Bakhtiar Rana) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032366&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025004 Editorial literatinetwork@emeraldinsight.com (Laszlo Tihanyi, Timothy M. Devinney, Torben Pedersen) Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032387&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025025 Editorial Board Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032388&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025026 Editorial Board Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032389&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025027 Editorial Board Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032364&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025002 Index Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032390&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025028 Miscellaneous Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032365&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025003 Personal Report Fri, 08 Jun 2012 00:00:00 +0100 http://www.emeraldinsight.com/books.htm?issn=1571-5027&volume=25&articleid=17032386&show=abstract http://www.emeraldinsight.com/10.1108/S1571-5027(2012)0000025024 Personal Report Fri, 08 Jun 2012 00:00:00 +0100