Knowledge that Transforms

Abstract The United Nations Sustainable Development Goals (SDGs) are changing the way multinational enterprises (MNEs) engage with host governments. The SDGs offer MNEs a unique opportunity to build political influence by assisting governments in attaining a host country’s social needs. However, international business scholars have largely remained silent on how MNEs strategize to repurpose ‘doing good’ into political influence. Based on a multiple case study of four Western European MNE subsidiaries in Indonesia, we uncover the strategies that MNEs use to turn their SDG initiatives into political access and influence. Our study reveals three nonmarket strategies – SDG-directed cross-sector partnership, SDG-directed conflict management, and SDG-directed constituency building. These actionable strategies help MNEs manage the tensions arising from misaligned government priorities, high levels of perceived corruption, and skepticism toward foreign firms. Our findings advance the literature on international nonmarket strategy by explaining how MNE subsidiaries resolve these tensions and convert SDG-directed investments into political access and influence without succumbing to locally institutionalized norms of corruption. Finally, our study suggests that emerging-market governments may benefit from rewarding MNEs for their investments that contribute to the SDGs, as long as they provide clear guidance and multi-stakeholder platforms that foster effective collaborations with MNEs.

Abstract Traditional theories from the international business and strategy literatures have posited that institutional distance constrains firm internationalization and that slack financial and managerial resources can be redeployed to help overcome this distance and facilitate growth. However, are slack resources equally effective when entering host markets of different institutional quality? Combining an institutional economics’ view of distance with a Penrosean perspective on resources, we argue that financial slack allows firms “to pay their way” into more institutionally developed markets, whereas managerial slack allows firms “to work their way” into less institutionally developed markets. From data on the internationalization of 307 Indian computer software companies over 16 years, we find support for our hypotheses when considering formal institutional distance. We also find that managerial slack mitigates informal institutional distance, irrespective of the direction of internationalization. Additional robustness tests, using propensity score matching, and an alternative sample of 3600 manufacturing firms from 49 countries, support our main results. Our findings suggest that slack is not a generic panacea for overcoming institutional distance, in that the effectiveness of each type of slack is dependent on both the direction of entry and the type of institutional distance to be overcome, formal or informal.

Abstract As China’s economy rose to become the second largest in the world, its institutions did not converge with those of other advanced economies as predicted by many Western observers; instead, China developed a distinct form of state-led capitalism. As a result, how multinational enterprises (MNEs) engage with China’s changing institutional context needs to be revisited. To this end, we review 331 papers on MNE strategies and operations in China published in top international business and management journals between 2001 and 2022. We first introduce the path of institutional change and the opportunities and challenges it created for MNEs in China. We focus on six aspects of MNE strategies and operations: market entry, strategic alliances, innovation and knowledge sharing, global value chain strategies, guanxi and relationship management, and non-market strategies. Our analysis of China’s institutional trajectory and of MNE strategies and operations points to three persistent institutional mechanisms of concern for MNEs: challenges to organizational legitimacy, protection of property rights, and the enabling and directing aspect of institutions created by industrial policies. Insights from this analysis point to future research needs on institutional nonlinearities and discontinuities, linkages between inward and outward investments, and geopolitical influences on national institutions.

China’s remarkable growth in exports has sparked concerns regarding the negative effects of the China trade shock; yet its positive aspects often go overlooked. This study uncovers a previously unexplored advantage of the China trade shock – its positive influence on financial stability. We focus on its influence on the stock price crash risk of US firms by leveraging the US granting of Permanent Normal Trade Relations (PNTR) status to China in 2000 as a quasi-natural experiment. Our study identifies a reduction in stock price crash risk for US firms after PNTR. This result remains robust after controlling for various other contemporaneous policies that may be spuriously correlated with the PNTR shock, such as the Sarbanes–Oxley Act, the burst of the Internet bubble in 2000, and policy changes in China. Further examination of the effects of PNTR on Chinese imports, earnings management, investment efficiency, and governance, along with an analysis of cross-sectional variations, indicates that the disciplinary channel, as opposed to the offshoring channel, is likely the primary underlying mechanism. This study enriches our understanding of the consequences of the China trade shock.

Abstract Living up to the expectations of the JIBS Decade Award, Goerzen, Asmussen, and Nielsen’s 2013 paper not only introduced the literature on global cities to the international business (IB) community but continues to be generative. In their “Retrospective and a Looking Forward” paper 10 years later, the authors highlight megatrends about people, places and things, and new contexts and alternative perspectives, and they encourage further new ways of thinking about global cities and IB. This commentary expands upon their framework of three overlapping circles of global issues, global organizations, and global locations, by drawing especially from recent experiences in the U.S. and research in economic geography and allied fields. Facing global issues of climate change, human rights, health, housing, and the impacts of digital technologies on work, cities offer prospects of responding to these challenges, a context for multinational enterprises (MNEs) to consider. Against the backdrop of large-scale global migrations of unskilled, mostly contract, workers to global cities in developed economies, recruitment agencies and advocacy groups for migrants are global organizations as important as MNEs. Finally, the fluidity of physical boundaries, as illustrated by city-regions, world regions beyond traditional Western-centric perspectives, and intra-national variations, is key to analyzing global locations.

While prior studies investigate the consequences of globalization, there remains a notable gap in understanding the market efficiency implications associated with globalization-induced import competition. Through the lens of asset pricing, we explore the financial market consequences of import competition exposure (ICE) and find a dark side of globalization. Consistent with the managerial objectives theory, we show that ICE is associated with high cash flow volatility, information asymmetry, and firm uncertainty. Moreover, ICE is positively related to limits-to-arbitrage (LTA), market inefficiencies such as holding and transactions costs. We find that domestic firms with higher ICE earn larger stock return premiums than those with lower exposure and, consistent with the limits-to-arbitrage theory, we demonstrate that LTA play a positive moderating role in the ICE premium. The use of a natural experiment in our analyses provides additional robust support of our hypotheses. Our findings impact both portfolio management decisions and how firms should incorporate the ICE premium into their cost of capital. A key implication is that firms exposed to import competition should prioritize transparency (such as disseminate highly readable disclosures) in order to diminish information asymmetry and limits-to-arbitrage, which would consequently reduce their associated ICE premium.

Family-owned MNEs (FMNEs) face unique challenges for their newly established foreign subsidiaries due to the information asymmetry and divergent demands between the controlling families and external stakeholders. Despite the significant theoretical and managerial implications, there has been a notable research gap in understanding how FMNEs strategically disclose information to overcome these challenges. Drawing from literature on firms’ stakeholder management and responses to institutional pressure, we propose that FMNEs seek a compensating approach to reconcile various stakeholders’ divergent needs, mitigate information asymmetry, and enhance legitimacy. The compensating approach encompasses both the content and amount of information disclosed. Specifically, FMNEs selectively conceal information sensitive to socioemotional wealth (SEW) to protect the core interests of the controlling families. Simultaneously, they voluntarily disclose more information to signal professionalization to external stakeholders, alleviating concerns associated with higher family involvement. We further argue that transparency pressure in FMNEs’ home context amplifies their utilization of compensating information disclosure. Our arguments are generally supported by analyzing 850 newly established foreign subsidiaries from both FMNEs and non-FMNEs between 2010 and 2017.

Abstract The current increasing volatility in international politics makes it more important to understand how multinational enterprises respond to political tension between host and home countries. This paper explains the impact of macro-level bilateral political tension on micro-level strategy of multinationals in the host country. We developed the idea that patenting may be used to signal a firm’s commitment and contribution to the host country’s economy and development. Data on 437 large multinationals and interviews with senior managers of 20 foreign subsidiaries in China show that patenting local innovation does indeed help an investing firm signal its usefulness to the host country government. It can thus serve as a response to bilateral political tension. The relationship between political tension and local patenting also depends on the relative trade dependence of the home and host countries and on the investing firm’s technology level and its stake in China. The greater the dependence of an MNE and its home country government on the host country, the more likely patenting of local innovations would increase in times of bilateral political tension.

Subsidiary general manager (GM) succession selection is a critical process in multinational enterprises (MNEs). Previous research, grounded in organizational learning and routines, has suggested that GM succession dynamics typically follow either an acceleration or a deceleration momentum. However, as we investigated succession decision-making heuristics through interviews with MNE managers, we observed neither acceleration nor deceleration. Instead, we found some consistent succession dynamics. Within this consistency, we found variations in decision-making models among subsidiaries—some adopting a rule-based approach with a short succession dynamic, some adopting a goal-based approach with a moderate succession dynamic, and others adopting a people-based approach with a long succession dynamic. Underlying these models were bounded rationality, bounded reliability, and their unexpected interactions. Our study sheds light on the critical role of managers in subsidiary management, enriches international business theorizing on the subsidiary GM succession process, and refines the boundary conditions of organizational learning. The central message is that looking solely at GM succession dynamics through an organizational learning lens may risk overlooking relevant causal mechanisms. To make the theorizing on the dynamics of subsidiary management more fertile, the behavioral model should account for the idiosyncrasies of decision-making as well as the heuristics of decision-makers.