Index
International Business in Times of Crisis: Tribute Volume to Geoffrey Jones
ISBN: 978-1-80262-164-8, eISBN: 978-1-80262-163-1
ISSN: 1745-8862
Publication date: 14 March 2022
This content is currently only available as a PDF
Citation
(2022), "Index", van Tulder, R., Verbeke, A., Piscitello, L. and Puck, J. (Ed.) International Business in Times of Crisis: Tribute Volume to Geoffrey Jones (Progress in International Business Research, Vol. 16), Emerald Publishing Limited, Leeds, pp. 525-540. https://doi.org/10.1108/S1745-886220220000016029
Publisher
:Emerald Publishing Limited
Copyright © 2022 Rob van Tulder, Alain Verbeke, Lucia Piscitello and Jonas Puck
INDEX
Note: Page numbers followed by “n” indicate notes.
Academic-Business Cooperation on Digital (ABCD)
, 201
Access to resources
, 40
Activities
, 118
Actual groups
, 70
Ad hoc ranking
, 485
Adult–adult communication
, 503
Adverse selection
problem
, 71
and reach of state
, 78–79
Adverse tech advances
, 249n3
Age
, 327–328
Agency
, 70
Aggravation factor statements
, 320
Alarmists
, 425
Amazon
, 297, 302
Analytical generalizability
, 144
Anglo-Iranian Company
, 104
Ansoff’s matrix
, 411, 413–414
Anti-Crisis Fund
, 361
Anti-globalization reforms
, 398
“Antitrust” laws
, 79
Apex firm
, 70
Applied theory
, 172
Arab Spring
, 398
Archival data
, 138
Archival research
, 56
Artificial intelligence (AI)
, 256, 290
Asian financial crisis (1997)
, 34, 79
Asset
bubble burst
, 248n2
specificity
, 172
tokenization
, 300
Attribution theory and SCCT
, 117–118
Australian business groups
, 81
Automated IoT-powered control systems
, 302
Balanced approach
, 382
Bank-centered groups
, 72
Banking crisis
, 35, 41, 41–42
Behaviors
, 118
Beiersdorf company
, 102–103
Big data and analytics
, 256
Bilthoven Biologicals
, 58
Biodiversity loss; 249n3
Bird flu (H5NI virus)
, 492
Bitcoin
, 300
Black swans
, 27
Blockchain technology
, 290, 300–302, 305
Bloomberg’s market crisis management index
, 436
Bottom-up partial pattern matching approach
, 437
Bottom-up process
, 135
Brexit
, 410–411, 418
brexit-induced uncertainty
, 418
conceptual background
, 411–412
regulatory uncertainty
, 425
research methodology and sample
, 412–416
as source of company’s uncertainty
, 420–422
Brick-and-mortal retailers
, 198, 298
Bridge Financing
, 357
British Petroleum (BP)
, 28
British-based multinational banking
, 29
Brundtland Report
, 485
Business
, 4
becoming transnational entrepreneur
, 516–517
case positioning
, 520
change in business culture
, 507–509
consequences of COVID-19 risk
, 505
developing transnational business
, 517–518
diversification
, 422
drama in paradise
, 519
family
, 70
growth potential
, 506
increase of operational risk
, 506–507
machines and equipment
, 204
reliability of
, 76
risks
, 98
shareholder return, profitability, and liquidity effects
, 505–506
teaching objectives
, 520
teaching plan
, 521–523
trust and empathy in
, 437–440
Zanzi brand
, 515–516
Business Group Law
, 70
Business groups
, 70–71
firms
, 78
Business Historian
, 56–57
Business History
, 56–57, 62–63
Business-to-business contexts
, 254
Butterfly defect
, 5
Buy online, pick up in-store (BOPIS)
, 298
CAGE model
, 520–521
Capitalism
, 355–356
globalization in context of
, 380–382
Carbon capture
, 39
Cardano
, 300
Case study research
, 278
Casson, Mark
, 62
CATI method
, 412
CatNet® tool
, 455
Causal analysis of crisis
, 35–36
Cause and effect mechanisms
, 99, 382, 420
Cautious expanders
, 413
Central Asia Regional Economic Cooperation member countries (CAREC member countries)
, 357
COVID-19 pandemic and
, 357
fiscal measures
, 360–363
growth and fiscal position
, 358
linkage of COVID-19, economic activities and debt financing
, 354–357
monetary measures for continuity of business activities during COVID-19 crisis
, 364–365
negative growth of GDP
, 359–360
results and empirical findings
, 368–372
Chinese film industry
, 172
Chinese SMEs
, 133
re-internationalization in
, 136
Circular-economy principles
, 282
Climate change
, 11, 31, 454
and COVI D pandemic
, 39
Cloud computing
, 256
Co-evolution of retailing and consumption
, 294–302
Collaborative consumption (CC)
, 306
Collaborative economy (CE)
, 306
Collection risk
, 492
Commercial best practices
, 175–176
Commodity
price collapse
, 29
shocks
, 248n2
“Common market” approach
, 410
Communications
, 204
apps
, 195
platforms
, 441
Community logics
, 305
Companies’ selection
, 478–479
Competitiveness
, 194
Complete re-internationalization
, 136
Complete re-internationalizers
, 132–133, 145–147, 152–153
Concerned, the
, 425
Conflict minerals
, 17
Consumer
electronics
, 204
risk
, 314
Consumer vulnerability
, 314–315
age
, 327–328
COVID-19 pandemic effects on young and older
, 315
before COVID-19s emergence
, 321–323
after COVID-19s emergence
, 323–324
demographics of consumer vulnerability during COVID-19
, 325
and fear of Coronavirus-19 scale
, 332–333
and fear of COVID-19
, 324–325
fear of COVID-19
, 328–329
income
, 328
literature review
, 315
method
, 320
mitigating risk of consumer vulnerability during pandemic
, 319
product knowledge
, 325–326
refund policy
, 327
results
, 321
social pressure
, 326–327
young and elder
, 316–319
Consumer Vulnerability Scale (CVS)
, 316, 321
Consumer-to-consumer ecommerce (C2C)
, 297
Consumption
co-evolution of
, 294–302
consumption-driven Western economies
, 290
Content-based analysis
, 479
Control variable
, 461, 472–473
Coping with dynamic in country risk
, 402–403
Coronavirus (Covid-19)
, 4, 5, 21, 33, 62, 98, 170, 195, 256, 274, 297–298, 342, 314, 354, 380, 418, 452, 492–493
business consequences of COVID-19 risk
, 505–509
and CAREC member countries
, 357–365
companies learn from crisis
, 266–267
consumer vulnerability after COVID-19s emergence
, 323–324
consumer vulnerability before COVID-19s emergence
, 321–323
digitalization, and localization decisions in global value chains
, 256–258
digitalization and optimization
, 269
digitalization impact on business functions and localization decisions
, 261–266
on firms’ local and international activities
, 275
health crisis
, 255
in India
, 59
linkage of economic activities, debt financing and
, 354–357
localization decisions
, 270
methodology
, 258–260
monetary measures for continuity of business activities during
, 364–365
opportunities and threats emerging due to
, 277
pandemic effects on young and older consumers’ vulnerability
, 315
possible scenarios of COVID-19 impact on globalization
, 383–391
post-Covid consumers’ trends
, 268
results
, 261
supply chain management
, 268–269
systems crisis
, 11
vertical integration of value chain
, 269
Corporate communication studies
, 9
Corporate emergency responsibility (CER)
, 476
background
, 476–477
companies’ selection
, 478–479
dimensions underlying
, 478
framework for
, 476
typology of CER actions
, 479
Corporate interventions post-shock, taxonomy of
, 479–484
Corporate misbehavior
, 118
Corporate responses identification
, 486–487
Corporate social responsibility (CSR)
, 114, 116
Corporation logic
, 304
Corporations
, 117
Country risk
, 11, 15, 398–399
coping with dynamic in
, 402–403
and FDI
, 399–400
trends in
, 400–401
Country-specific advantages (CSAs)
, 99
Covid-washing
, 22
Creating Emerging Markets project
, 30
Crisis
, 4, 33, 35, 64–67
causal analysis of
, 35–36
classification of
, 37–44
classifying
, 9–12
companies learn from
, 266–267
crises episodes (1989)
, 5–6
engineering crisis for revolutionary ends
, 37
firm-specific crises
, 44–47
human agents in
, 39
institution-specific disadvantages
, 47–49
in international business
, 27–31
management
, 4, 9, 12, 116
people in
, 36
response strategies
, 120–121
trust and empathy in business during times of
, 437–440
Critical situation
, 34–36
Cryptocurrency
, 300
Culture of economic individualism
, 48
Customer loyalty
, 301
Cybersecurity failure
, 194, 248n1
Cyrus Poonawalla
, 57
Daewoo business group
, 79
De facto framework
, 204
De jure regulatory framework
, 204
De-globalization
, 21, 34, 41, 64, 90, 386–388
MNEs as driver of
, 90–93
De-integration
, 20
De-internationalization
, 11, 19, 132
initial international experience and reasons for
, 145
Debt crises
, 248n2
Debt financing, linkage of COVID-19, economic activities and
, 354–357
Decapitation
, 79–82
Decentralized applications
, 300
Decentralized autonomous organizations (DAOs)
, 302
from DIY to
, 303–306
Decision makers
, 263
Deepwater Horizon Oil Spill
, 114–115
“Democratized” economy
, 80
Demographic factors
, 315
Demographics of consumer vulnerability during COVID-19
, 325
Dengu fever
, 452
Denial strategies
, 117
Depositors
, 71
Destruction
, 40
“Developmental distance”
, 11
Digital adoption
, 198
by traditionally non-digital firms
, 197–198
Digital business models
, 204–209
Digital capacity
, 194
Digital communication
, 502
Digital content providers
, 195
Digital distance
, 443
development of digital capabilities and reduction of
, 440–441
Digital divide
, 11
Digital economy
, 194–195, 197–199, 202, 204
Digital FDI
, 194–197
Digital FDI Enabling Projects (DEPs)
, 194, 199
to create “digital friendly” investment climates
, 196–200
Digital firms
, 249n5
Digital inequality
, 194, 248n1
Digital laggards
, 195
Digital natives
, 195
Digital service suppliers
, 195
Digital Services Trade Restrictiveness Index
, 203
Digital skills
, 200–201
among active population
, 201
Digital technologies
, 263
for IB
, 435
implementation of
, 264
Digital transformation
, 19, 194, 210
Argentina
, 211–212
Australia
, 213–214
Brazil
, 215–216
Canada
, 217–218
challenge
, 195–196
China
, 219–220
consumer uptake of new technologies & Herfindahl–Hirschman Index
, 201–202
digital skills among active population
, 201
E-commerce legislation and legal framework’s adaptability
, 204–209
France
, 221–222
G20 economies
, 194–195
Germany
, 223–224
going digital access
, 202–203
India
, 225–226
Indonesia
, 227–228
Italy
, 229–230
Japan
, 231–232
launch DEPs to create “digital friendly” investment climates
, 196–200
Mexico
, 235–236
Republic of Korea
, 233–234
restrictiveness indexes
, 203–204
Russia
, 237–238
Saudi Arabia
, 239–240
“SMART” test and tools
, 200–201
South Africa
, 241–242
Turkey
, 243–244
United Kingdom
, 245–246
United States
, 247–248
Digitalization
, 195, 262, 269
Covid-19 health crisis
, 256–258
impact on business functions and localization decisions
, 261–266
of retailing
, 296
Direct business effects
, 493–496, (see also Indirect business effects)
Disaster
in direct impact
, 471–472
experience
, 471
in indirect impact
, 472
perceived (firm-specific) disaster risks
, 471
Discounted cash-flow models
, 398, 399–400
Disrupted globalization
, 21, 383–386
Disruption types
, 170
Distance
avoidance
, 520
bridging
, 520
leveraging
, 520, 522
Distinguishability
, 315–316
Diversification
, 170, 411–412
Diversifiers
, 414
Doing-it-yourself (DIY)
, 303
from DIY to DAO
, 303–306
Domestic credit to private sector (DCPS)
, 355, 365
Double embeddedness
, 522
Drakes Supermarket
, 301
Droughts
, 454
“Dual circulation” economy
, 92
Dynamic country risk and FDI
, 401–402
E-commerce
firms
, 195
legislation and legal framework’s adaptability
, 204–209
Early re-internationalization
, 140
Earthquakes
, 10, 12, 454
in Indian Ocean
, 98
eBay
, 297, 302
Ebola virus
, 16, 39, 452, 492
Eclectic Paradigm
, 171
Eclectic theory
, 173
Economic activities, linkage of COVID-19, debt financing and
, 354–357
Economic Cooperation Organization (ECO)
, 357
Economic crises
, 37, 43, 48
industry-specific
, 43–44
national economic
, 43
Economic dislocation
, 398
Economic individualism
, 48
Economic policy
, 48
Economic risks
, 7
Economic shocks
, 72
Economic upgrading
, 170
Economies
economy-wide crisis
, 71
subsequent rise of emerging
, 346–348
Educated strategies
, 315
Efficiency-seeking
, 343
“Elaborateness” of learning
, 134
Elder people, contextual analysis of vulnerable pandemic
, 316–319
Electronic components
, 204
Embedded liberalism
, 93
Emergencies
, 12
Emerging market firms
, 62, 64–67
Empathy in business during times of crisis
, 437–440
Employees
COVID-19 effects on
, 496
deteriorating personal well-being
, 500–502
increased workload at home
, 498–499
insufficient availability of health care services
, 500
lockdown
, 499–500
working from home
, 497–498
Energy
, 39
Engineering crisis for revolutionary ends
, 37
Enterprise risk management (ERM)
, 491–492
business consequences of COVID-19 risk
, 505–509
data and methodology
, 492–493
direct business effects
, 493–496
effects on employees
, 496–502
indirect business effects
, 502–505
risk origin
, 493
Entrepreneurs
, 98
Entry mode theories
, 172–174, 415
Environmental, Social and Corporate Governance criteria (ESG criteria)
, 300, 354
Environmental crises
, 33, 47
Environmental risks
, 7
Epidemics
, 454
Estonia
, 249n6, 275, 279–280
Ethereum
, 300
European Union (EU)
, 355
Ex ante disaster risk relief
, 475
Ex post disaster risk relief
, 475
Exchange mechanisms
, 305
Exogenous crises
, 12, 16, 21–22
Exogenous risks
, 452
Exogenous shocks
, 28
Experiential learning
, 144
Exploratory open coding
, 140
External borrowing (XDBT)
, 365, 367–368
External shocks
, 98, 475
Externalization modes
, 174
commercial best practices
, 175–176
fast-growing business
, 174–175
multi-competence
, 176–178
Extraordinary risk management
, 100
COVID-19 crisis
, 98
Geoffrey Jones’s historical research on VUCA environments
, 100–104
using history to help refine international business theory
, 104–107
MNEs
, 99–100
with VUCA environments
, 98–99
Extreme temperatures
, 454
Extreme weather events
, 248n1
F-test
, 412, 424
Facebook
, 516, 523
Facebook live chats
, 436
Famine
, 11
Fast-burning crises
, 89
Fast-changing technology
, 175
Fast-growing business
, 174–175
fDi Markets
, 250n19
FDI Regulatory Restrictiveness Index
, 203, 250n15
Fear of COVID-19 (FC)
, 324, 328–329
consumer vulnerability and
, 324–325, 332–333
“Fiduciary duty”
, 10
Field-level institutional changes
, 290
Film co-productions with Chinese firms
, 182
Finally re-balanced globalization
, 21
Finance
, 40, 43
Financial crisis
, 6, 14, 29, 41, 48, 74, 342, 348
banking crises
, 41–42
impact on global FDI flows
, 342–344
stock market crises
, 42–43
in Turkey
, 75
Financial economics
, 70
Financial flexibility hypothesis
, 421
Financial risks
, 98
“Finanzkapital”
, 12
Firm experience with natural disasters
, 456–457
Firm-specific advantages (FSAs)
, 99
Firm-specific crises
, 37, 44
firm-specific disadvantage
, 45–46
implications for IB theory
, 46–47
life cycle of firm
, 44–45
Firm(s)
, 136
for altering GVC configuration
, 170
behavior
, 172
firm-level corporate actions
, 11
firm-specific disadvantage
, 35
firms fear Brexit’s uncertainty
, 424–426
serial nonlinear internationalization
, 274
strategies
, 170
Fiscal resources of governments
, 357
Fit-for-purpose
, 204
Floods
, 12, 454
Foreign direct investments (FDIs)
, 40, 64, 90, 171, 195, 342, 366, 379, 398
country risk and
, 399–400
dynamic country risk and
, 401–402
trends in
, 400–401
Foreign firms
, 399
Free standing company
, 104
“Free-rider” behavior
, 12
Free-trade agreements
, 94
G20 economies
, 194–196, 199
“Gain-of-function” research
, 8
General Store
, 305–306
Geographic distribution
, 170
Geopolitical risk
, 7
Glass-Steagall Act
, 80
Global Banking Crisis (2009)
, 33
Global Competitiveness Index
, 201, 204
Global disasters
, 170
Global disruptions
, 170
Global financial crisis
, 8, 30, 44, 299, 349
Global foreign direct investment
, 342
different consequences on North and South
, 344–346
financial crisis impact on
, 342–344
implications for IB theory
, 349–351
subsequent rise of emerging economies
, 346–348
sustains development resources and preventing investment protectionism
, 348–349
Global Risks Report
, 194
Global supply chains
restructuring
, 299
Global survey
using guidelines
, 457–458
of managers in disaster-prone countries
, 453
Global value chains (GVCs) 6
, 65, 170, 254–255, 380
case study of Korean filmmakers co-production strategy
, 178–181
Chinese firms
, 182
covid-19 health crisis, digitalization, and localization decisions in
, 256–258
entry mode theories
, 172–174
firms
, 171–172
industrial conditions for MNCs’ externalization modes
, 174–178
industry-based view
, 182–183
Korea–China film co-productions
, 190
literature review
, 172
reconfiguration of
, 170–171
resilience
, 62, 64–67
synergistic effects of win-win growth
, 183
Globalization
, 5, 11, 21, 27, 64, 90, 379–380
approaches to
, 382–383
in context of capitalism
, 380–382
scenarios of COVID-19 impact on
, 383–391
Going Digital Toolkit
, 202, 249n9
Google Maps
, 521
Governance modes
, 170
types of
, 171
Great Depression
, 29, 72, 74, 79, 81, 303–304, 342, 354
Great Kanto Earthquake (1923)
, 75
Gross domestic product (GDP)
, 6, 90, 432
Growth potential
, 506
Health care services, insufficient availability of
, 500
Health crisis
, 10
Covid-19
, 256–258
Herfindahl–Hirschman Index (HHI)
, 201
consumer uptake of new technologies
, 201–202
High-income group (HIGH)
, 366
HIV-AIDS
, 39
Home delivery
, 298
Homo oeconomicus
, 381
Horizontal integration
, 256
Host-country risk dynamics
combine environmental variation literature
, 404–405
coping with dynamic in country risk
, 402–403
country risk and FDI
, 399–400
dynamic country risk and FDI
, 401–402
dynamic developments
, 403–404
future research
, 405–406
higher discounted cash flows
, 398–399
NPV logic
, 403
trends in country risk and FDI
, 400–401
Huawei 5G networks
, 66
Human agents in crisis
, 39
Human factor
, 40
Hungary
business consequences of COVID-19 risk
, 505–509
direct business effects
, 493–496
indirect business effects
, 502–505
Hurricane Andrew
, 454
Hyper-globalization
, 383
IBM Food Trust
, 301
Idealism
, 37
“Immediate” crises
, 11
Imperial Bank
, 29
Imperial Bank of Iran
, 103–104
In-depth interviews
, 261
Income
, 328
Independent firms
, 70
Indian business history
, 57–58
Indian multinational enterprise
, 58
Indirect business effects
, 502
change in productivity
, 505
IT security issues
, 504
loss of information and innovation
, 502
management problems
, 503
Individual emotions
, 328
Inductive–deductive analysis
, 476
Industrial diversification
, 81
Industrial organizational economics (IO economics)
, 174
Industrialization
, 294, 304
Industry 4. 0 technologies
, 262, 256–257
Industry-based approach
, 178
Industry-specific crises
, 37, 43–44, 49
Inequality
, 11
Infectious diseases
, 248n1
Information
distribution in international business research
, 133, 135
interpretation
, 133
security
, 302
Initial public offering (IPO)
, 362
Insect infestations
, 454
Inside-out approaches to crises
, 9–10
Instagram
, 441
Institution-specific disadvantages
, 47–49
Institutional agility
, 424
Institutional change
, 292–294
Institutional complexity
, 291–292
Institutional disadvantage
, 35
Institutional infrastructure
, 90–91
Institutional logics
, 290–291
Institutional order
co-evolution of retailing and consumption
, 294–302
from DIY to DAO
, 303–306
institutional complexity and change
, 291–294
institutional logics
, 290–291
Institutional risks
, 98
Institutional theory
, 171, 173
Insurance
, 12
Integrated ERM system
, 491
Intellectual property rights
, 59
Intelligence
, 12
Inter-governmental institutions
, 40
Interconnected machines
, 256
“Internal capital market”
, 75
International business (IB)
, 9, 27, 33, 62–63, 89, 398, 342, 431
activities
, 90
anticipating perfect storm
, 6–7
breaking cycles
, 93–94
classifying crises on IB perspective
, 9–12
crises episodes (1989)
, 5–6
crisis in
, 28–31
critical questions for IB research
, 7–9
exogenous crises
, 21–22
historical and topical contributions
, 18
historical IB studies
, 18–19
history
, 56–59
using history to help refine
, 104–107
implications for
, 349–351
Industry 4. 0 in
, 257
longitudinal perspective
, 18–19
macro-level perspective
, 20–21
meso-perspective
, 19–20
micro-perspective
, 19
occasion
, 4–5
PIBR approach
, 7–9
SIC evolution in
, 116
status of IB research
, 12–17
International competitiveness
, 385
International crises
, 40
International institutions
, 91
International investment theory
, 343
International Monetary Fund (IMF)
, 249n6, 354
International political instability
, 40
International politics
, 91
International trade
, 40, 379
Internationalization
, 132, 421, 274, 422
Internationalizing SMEs
, 434
Internet of Things
, 256
Internet platforms
, 249n4
Interventionist public policies
, 170
Investment
, 12
protectionism
, 348–349
Investment Company Act
, 80
Investment in non-financial assets (INONFN)
, 357, 365
Investments Companies Act
, 80
Israel’s economy
, 81
Issue identification
, 455
IT infrastructure breakdown
, 194, 248n2
IT security issues for employer
, 504
Italian strategy
, 254
Jones, Geoffrey
, 62–63, 100
historical research on VUCA environments
, 100–104
K-means clustering method
, 423
Keynesian multiplier
, 48
Kindness, government mandate for
, 435–436
Knowledge
, 132
acquisition processes
, 134
firms
, 136
Koç (Turkish business group)
, 106
Kondratiev-type observation
, 344
Korea–China film co-productions
, 190
Korean filmmakers co-production strategy
, 178–181
KÜRT Academy Live
, 492, 501, 503, 507
Labor
, 48
Late re-internationalization
, 140
Lead firm’s perspective, resilience from
, 64–66
Learning
, 132
processes during re-internationalization
, 134–136
Least developed countries (LDCs)
, 348
“Legge Calenda”
, 256
Legitimacy
, 117
Leveraging
, 64
Liberalism
, 90, 93
Liquidity effects
, 505–506
Livelihood crises
, 248n1
Local businesses
, 254
Localization decisions
, 270
in global value chains
, 256–258
Locational natural disaster risk
, 461
Lockdown
, 499–500
Long-term risk
, 194, 249n3
Longevity Project Lifestyle Medicine health program
, 492
Loyalty
, 301
Machine learning
, 256
Macintosh
, 176
Macro-level IB research
, 432
Macro-level perspective
, 11, 20–21
“Madcow” disease
, 11
Made in China 2025 plan
, 91–92
Managers identification of natural disaster risks
, 454–457
Market
development
, 411
functioning
, 201
logics
, 303
penetration
, 411
risk
, 492
Market-seeking
, 343
FDI
, 346
Marketing and emotional pressures
, 316
Marketplaces
, 302
Mass movements
, 454
“Me-too” strategy
, 176
MedApp
, 197
Media
, 486
Medium-term damping effect
, 342
Medium-term risks
, 194, 248n2
Mercantilism
, 92
Merco Pandemic Reputation Ranking
, 485–486
Mergers and acquisitions (M&A)
, 196, 343
Meso-level IB research
, 432
Meso-perspective on crises
, 11, 19–20
Meta-communication
, 502
Mexican business groups
, 78
Micro-level IB research
, 432
Micro-perspective on crises
, 10–11, 19
“Micromodularize” value chains
, 390
Middle East respiratory syndrome (MERS-Cov)
, 452
Middle up-down
information distribution
, 157–158
process
, 135
Minimum variance technique
, 423
Mitigation strategies
, 107
Mixed-method study
, 258
Mode of entry
, 351
Mode of exit
, 351
Modern institutionalists
, 305
Modus operandi
, 389
Monetary measures for continuity of business activities
, 364–365
Moral hazard
, 71–72
and organ banks
, 74–76
and reach of state
, 76–78
and zombie firms
, 72–74
Multi-competence
, 176–178
Multinational corporations (MNCs)
, 114, 116, 295
industrial conditions for MNCs’ externalization modes
, 174–178
Multinational enterprises (MNEs)
, 4, 8–9, 63, 90, 98, 195, 343, 381, 432
as driver of de-globalization
, 90–93
traditional FSAs
, 100
Multinationals
, 28, 70
Multiple case study design
, 136, 278
Multiple simultaneous games
, 76
Mutual fund companies
, 80
National crises
, 34, 37
National Disaster Management Authority (NDMA)
, 361
National economic crises
, 43
Nationalism
, 398
Native money
, 305
Natural crises
, 47
Natural disaster risks
, 454
challenge of identifying and preparing for relevant firm risks
, 453
control variable
, 472–473
disaster experience
, 471–472
experience
, 465–466
firm experience with natural disasters
, 456–457
firms in disaster-prone regions
, 451–452
future research
, 466–467
in given location
, 455–456
identifying issue of natural disaster risk
, 454–455
managers identification of
, 454
measures
, 460–461
methods
, 457
model
, 461
perceived (firm-specific) disaster risks
, 471
results
, 461–464
survey design and data collection
, 457–460
Natural disasters
, 10, 12, 39–40, 65, 71
and emergencies
, 21–22
Natural hazards
, 454
Natural resource crisis
, 249n3
Net Present Value (NPV)
, 398, 400
New Zealand businesses during Covid-19
development of digital capabilities and reduction of digital distance
, 440–441
distance to major export markets
, 433–435
exploiting serendipitous opportunities to overcome tyranny of distance
, 441–442
government mandate for kindness
, 435–436
implications and contribution
, 442–444
methods
, 436
paradox of distance during crisis
, 433
trust and empathy in business during times of crisis
, 437–440
VUCA
, 431–432
Non-equity mode (NEM)
, 171
Non-essential businesses
, 256
Non-pyramidal business groups
, 70
Nonlinear internationalization
, 274
Normal risks
, 98
Oasis of peace
, 425
Observers
, 413
Obsolescence
, 43
Oil spills
, 9
Older people
contextual analysis of vulnerable pandemic
, 316–319
COVID-19 pandemic effects on and
, 315
OLI model
, 173
Online communication
, 502
Online retailing
, 295, 297, 304
Open access orders
, 78
OpenBazaar
, 302
Operational risk
, 194
increase of
, 506–507
Opportunity seekers
, 414
Optimization
, 269
Organ banks, moral hazard and
, 74–76
Organizational learning
, 132, 134
Organizational learning theory
, 136
Outside-in approaches to crises
, 10
Outstanding External Debt (XDBT)
, 367
Oversimplification
, 91
Pandemic
aggravation factor statement
, 320
pandemic-induced crisis
, 194
risk mitigation of consumer vulnerability during
, 319
Partial re-internationalization
, 136
Partial re-internationalizers
, 132, 133, 145–147, 151–152
Partnerships
CER actions in
, 479, 482
strategies
, 434
Payments
, 301
People in crisis
, 36
Perceive Brexit-induced political uncertainty
, 421
Perceived (firm-specific) disaster risks
, 471
Perceived disaster risk
, 460
Personal computer (PC)
, 176
Personal well-being, deteriorating
, 500–502
Policy uncertainty
, 418, 420
Policymakers
, 201, 202–203
Policy–makers
, 82
Political crises
, 40–41, 47
Political favor trading
, 77
Political instability
, 47
Political risks
, 15, 98
Political science
, 90
Political shock
, 71
Pooled OLS technique
, 367
Populism
, 40
Populism
, 47
Post-Brexit
, 422
Post-conflict strategies
, 12
Post-Covid consumers’ trends
, 268
Poverty
, 11
Pre-Brexit measures
, 410
Pre-internationalizers
, 133
Prevention strategies
, 106
Price instability
, 248n2
Private actors
, 194
Private equity funds
, 80
Pro-globalization approach
, 382
Product development
, 411
Product knowledge (PK)
, 316, 325–326
Product life cycles
, 175
Product promotion
, 316
Professional logics
, 303
Professional management team
, 70
Profitability
, 505–506
Progress in International Business Research (PIBR)
, 7–9
Property rights
, 305
Protectionism
, 170, 342
sustains development resources and preventing investment
, 348–349
Public actors
, 194
Public campaigns
, 11
Public Expenditures to GDP Ratio (EXG DP)
, 367
Public Finance (Well-being) Amendment Act
, 435
Public Utilities Holding Company Act
, 80
Purchase ability
, 316
Purposeful sampling
, 278
Qualitative in-depth interviews
, 258
Quality
of infrastructure
, 472–473
of social capitals
, 473
Qualtrics
, 458
Quantitative easing (QE)
, 355
Ramifications
, 62
Re-entry process
, 134
Re-internationalization
, 132–133
changes in information distribution
, 148–150
changes in information interpretation
, 150–154
changes in knowledge acquisition
, 144–148
contributes to
, 156–157
data analysis
, 140–144
data collection
, 138–140
differences of learning between complete and partial re-internationalizers
, 155
exporting ratios
, 164–167
findings
, 144
learning process
, 154–155
learning processes during
, 134–136
methodology
, 136
middle up-down information distribution
, 157–158
research
, 133–134
research process
, 137–138
research setting and case selection
, 136
research trustworthiness
, 140–144
successful
, 158–159
Re-internationalizers
, 132
Reactive activities
, 484
Reactive CER
, 487
Realism
, 93
Rebalanced model
, 388–391
Rebuild strategies
, 117
Recall strategies
, 11
Refund policies
, 316
Refund policy (RP)
, 327
Regional crises
, 33
Regional integration
, 20
Regional trading blocs
, 382
Regulatory restrictions
, 203
Regulatory uncertainty
, 418
Reliability of business
, 76
Research and development (R&D)
, 174
investments in
, 411
Research trustworthiness
, 140–144
Resilience
from lead firm’s perspective
, 64–66
from supplier firm’s perspective
, 66–67
Resource-Based View (RBV)
, 171, 173
Resource(asset)-seeking
, 343
Response time dimension
, 478
Responsibility
, 117–118
system
, 492
Restrictiveness indexes
, 203–204
Retail
development
, 297
payment services
, 301
Retailers
, 290
Retailing
, 290
co-evolution of
, 294–302
Reward programs
, 301
Risk(s)
, 9, 28, 98, 399
for internationalizing SMEs
, 434
management process
, 467, 492
map
, 492
mitigation
, 12
mitigation of consumer vulnerability during pandemic
, 319
perception
, 465
types
, 7, 194
uncertainty and
, 418–420
SARS
, 16
Scope dimension
, 478
Scottish banking model
, 75
Sectoral crises
, 11, 14, 19
Selective CER
, 486
Selective initiative
, 484
Self-created crisis
, 8
Self-inflicted crises (SIC)
, 10–12, 19, 114
attribution theory and SCCT
, 117–118
crisis response strategies
, 120–121
evolution in international business
, 116
measures
, 120
methodology
, 118
results
, 122–124
sample
, 118–120
theoretical framework
, 116
type
, 121–122
Semi-structured interviews
, 138
Semiconductors
, 204, 206, 208
Sense of urgency
, 5
Serial nonlinear internationalization
, 274–275
case study evidence
, 279–282
literature review
, 275–278
method
, 278–279
studied firms
, 282–284
Serum Institute of India, Pvt. Ltd.
, 57, 59
Settlement payment
, 119
7-point Likert scale
, 461
Severe Acute Respiratory Syndrome Coronavirus-2 (SARS-CoV-2)
, 493
Shareholder return
, 505–506
Shocks
, 27
Short-term borrowing (STDBT)
, 367–368
Short-term crisis management interventions
, 8
Short-term debt as percentage of total debt (STDBT)
, 365
Short-term financial debts
, 267
Short-term financing (STDBT)
, 366
Short-term risks
, 194, 248n1
Short-term trade credit
, 75
Showa Financial Crisis (1927)
, 75
Simulation systems
, 256
Simulation-based research
, 496
Situational crisis communication theory (SCCT)
, 116
attribution theory and
, 117–118
Skeptics
, 382
Skills
, 200–201
Skills, Markets, Access, Restrictions, and Trust (SMART)
, 200
test and tools
, 194, 200–201, 205
Slow moving crises
, 11
Slow-burning crisis
, 11, 89
Small and medium-sized enterprises (SMEs)
, 132, 195, 410, 432
Chinese SMEs
, 133
Smart contracts
, 300
Social capitals, quality of
, 473
Social isolation
, 314, 316, 318, 330
Social networks
, 486
Social pressures (SP)
, 316, 326–327
Social risks
, 98
Social sustainability
, 475–476, 485
benefit social sustainability in times of shock
, 486–487
framework for CER
, 476–479
identification of corporate responses
, 486–487
social impact of different strategies
, 485–486
taxonomy of corporate interventions post-shock
, 479–484
Societal discontent
, 9
Societal risks
, 7
Societal-level institutional orders
, 291
Software & IT services
, 204
Sorting mechanism
, 78
Spain’s fatality rate
, 476
Spanish flu
, 39
Spearman’s Correlation test
, 325
Spearman’s Rank Correlation
, 324
Stagflation
, 43
Stakeholders
, 114
engagement strategies
, 11
management
, 116
orientation
, 478
State collapse
, 249n3
State of crisis
, 35
States supporting rules-based economic openness
, 94
Stock market crisis
, 41, 42–43
Storms
, 454
Strategic actor
, 62
Strategic CFO
, 452
Strategic decision making
, 170
Strategic decisions for GVC configuration
, 170
Strategic management
, 411
Strategic risks
, 9, 194
Stress tests
, 11
Structural digital enablers
, 206–207
Structural realism
, 90
“Structural” digital enablers
, 204
Structured questionnaire
, 258
Suez Canal blockage (2020)
, 65
Sumitomo Bank
, 73
Supplier firm’s perspective, resilience from
, 66–67
Supply chain (SC)
, 49, (see also Value chain)
disruptions
, 170, 496
management
, 268–269
strategies
, 300
transparency and provenance
, 301
Supportive CER
, 487
Supportive digital enablers
, 204
Supportive initiatives
, 484
Sustainability
, 298, (see also Social sustainability)
Sustainable consumption
, 298–299
Sustainable development
, 298, 485
Sustainable Technology Board (STB)
, 199–200
Swine flu (H1N1 virus)
, 11, 452, 492
Switching
, 170
strategies
, 170
Symbolic activities
, 481
Symbolic CER
, 486–487
Systemic risks
, 9, 194
Systemic shock
, 71
Systems crisis
, 8, 11, 15
and country risks
, 20–21
Taiwan Semiconductor Manufacturing Company (TSMC)
, 65
TaoBao
, 297, 302
Target FDI in sectors
, 204
Tax-to-GDP ratio (TXTOGDP)
, 358, 365, 369
Taxonomy of corporate interventions post-shock
, 479–484
Teams
, 266
Techno-nationalism
, 195
Technological change in globalization process
, 381
Technological risks
, 7
Technology
, 39
Telecoms firms
, 195
Telemedicine
, 197
Temporal bracketing strategy
, 140
Thailand flood (2011)
, 65
Thematic analysis
, 141–143
Thomas Foods International
, 301
Thomson Reuters Datastream
, 120
“Thoroughness” of learning
, 134
3D printing
, 90, 256–257
Time compression
, 35
Time dimension
, 63
Too big to fail” syndrome
, 8
Top management team (TMT)
, 140, 144
Top-down process
, 135
Totalitarianism
, 47
Trade
, 90, 171
Traditional entry mode theories
, 173
Traditional offline retailers
, 296
Traditionally non-digital firms
, 197–198
Transaction Cost Economics (TCE)
, 171, 172
Transaction frequency
, 172
Transaction-cost related variables
, 172
Transfer pricing
, 70
Transferability
, 144
Transformationalists
, 382–383
Transnational business development
, 517–518
Transnational entrepreneur
, 516–517
Transparency international ranks
, 77
Trend analysis
, 5
Trouble-makers
, 36–37, 44
Trouble-shooters
, 36, 44–45
Trust
, 11
in business during times of crisis
, 437–440
Tsunamis
, 10, 12, 98
Tunneling
, 70
Tycoon
, 70
Uncertainty
, 172, 254, 410, 418
Brexit as source of company’s uncertainty
, 420–422
firms fear Brexit’s uncertainty
, 424–426
regulatory
, 418
research methodology and sample
, 422–424
risk and perception
, 418–420
Unequal gender treatment
, 11
Unethical behavior of companies
, 10–11
United Nations Conference on Trade and Development (UNCTAD)
, 65
United States (US)
, 355
Univalent interpretation
, 135, 150–151
US anti-business group reforms
, 81
Vaccination campaign
, 254
Vaccine production
, 57–58
Value chain
disruptions
, 170
vertical integration of
, 269
Variance inflation factor (VIF)
, 461
Venture capital funds
, 80
Vertical integration
, 78–79, 256
of value chain
, 269
Vesting agency in apex firm
, 70
Victims
, 36, 44
Violent conflicts
, 10
Virtual embededdness
, 522
Virtuality trap
, 435
Visual mapping strategy
, 140
Volatility, uncertainty, complexity and ambiguity (VUCA)
, 7, 19, 431–432
environments
, 98–99
Geoffrey Jones’s historical research on
, 100–104
phenomenon
, 7
Volcanic activity
, 454
Volkswagen (VW)
, 114–115
VRIN
, 173
Vulnerability
, 316
W-shaped recovery
, 343
Wall Street Crash
, 30, 37
Wars
, 12
Wealthy families
, 70
Weapons of mass destruction
, 249n3
WhatsApp
, 441
Whig history
, 56
Wild fires
, 454
“Wild West” approach
, 203
Withdrawal Agreement
, 410–411, 412, 424
Word-of-mouth (WOM)
, 326
Working from home
, 497–498
World Economic Forum (WEF)
, 6
World GDP growth (GROW)
, 354, 357, 365, 369
World Health Organization (WHO)
, 12, 381
World Trade Organization (WTO)
, 91, 386
Young people
contextual analysis of vulnerable pandemic
, 316–319
COVID-19 pandemic effects on and
, 315
Zanzi brand
, 515–516, 518, 522
Zika virus
, 452
Zombie firms
, 18, 72
moral hazard and
, 72–74
Zooms
, 266, 441
- Prelims
- Introduction
- Chapter 1: International Business in Times of Crisis: What Perspective to Take?
- PART I: THE LONGITUDINAL PERSPECTIVE – THE IMPORTANCE OF HISTORICAL IB STUDIES
- Chapter 2: Crises and International Business
- Chapter 3: Crises in International Business: A New Perspective
- Chapter 4: History Matters
- Chapter 5: Crises, Emerging Market Firms, and Global Value Chain Resilience
- Chapter 6: Business Groups: Panics, Runs, Organ Banks and Zombie Firms
- Chapter 7: Take a Look at Yourself: International Business and the De-globalization Crisis
- Chapter 8: Extraordinary Risk Management in International Business Strategy
- PART II: THE MICRO-PERSPECTIVE – SELF-INFLICTED CRISES
- Chapter 9: How Companies Respond to Self-inflicted Crises. A Comparison between Countries, Types of Crises, and Response Strategies
- Chapter 10: Learning Processes During Re-internationalization: A Case Study of Chinese SMEs
- Chapter 11: Switching Governance Modes to Improve the Resilience of Global Value Chains Against External Disruptions
- PART III: MESO-LEVEL PERSPECTIVE – SECTORAL CRISES
- Chapter 12: How to be Smart: Leveraging Digital FDI to Address Risk through Growing Capacity and Competitiveness
- Chapter 13: COVID-19 Crisis, Digitalization and Localization Decisions
- Chapter 14: Serial Nonlinear Internationalization before and During the COVID-19 Pandemic: Case Study Evidence from Estonia
- Chapter 15: Evolution of Consumption and Retail Transformation – The Emergence of New Institutional Order for the Future of Retailing
- Chapter 16: Consumer Vulnerability During COVID-19: The Impact of Fear and Age on Consumer Behavior and Business Strategy
- Chapter 17: Reassessing the Impact of the 2008 Financial Crisis on Global Foreign Direct Investment: Empirical Evidence and Theoretical Implications
- Chapter 18: Nexus of Debt Financing, Investment and Policy Intervention: Impact of Covid-19 Pandemics on CAREC Member Countries
- Part IV: MACRO-LEVEL PERSPECTIVE – SYSTEMS CRISES AND COUNTRY RISKS
- Chapter 19: Globalization in a COVID-19 Afflicted World
- Chapter 20: Host-country Risk Dynamics and Foreign Direct Investments
- Chapter 21: Strategies to Face Brexit: The Case of Polish Companies
- Chapter 22: Polish Companies and the Uncertainty Over Brexit’s Regulatory Void: Adaptive Strategies Toward the Unknown
- Chapter 23: The Paradox of Distance – New Zealand Businesses During Covid-19
- Part V: EXOGENOUS CRISES – NATURAL DISTASTERS AND EMERGENCIES
- Chapter 24: Managers’ Identification of Natural Disaster Risks: Findings from a Survey of 18 Countries
- Chapter 25: A Taxonomy of Corporate Emergency Responsibility to Ensure Social Sustainability Post-shock
- Chapter 26: An Enterprise Risk Model for COVID-19 Crisis Effects – The Hungarian Experience
- Chapter 27: Doing Business in a Distant Paradise
- Index