Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India
Journal of World Business, ISSN: 1090-9516, Vol: 57, Issue: 2, Page: 101272
2022
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Example: if you select the 1-year option for an article published in 2019 and a metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019. If you select the 3-year option for the same article published in 2019 and the metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019, 2018 and 2017.
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Article Description
We propose the individual-level microfoundations of subsidiary CEOs in emerging markets as antecedents of the strategic agility of multinational enterprises, and subsidiary embeddedness as a key organizational-level moderator of these relationships. Combining quantitative data on subsidiary CEOs operating in India with qualitative interviews with Italian HQ counterparts, our results suggest that subsidiary CEOs’ tenure in emerging markets, along with their overall experience, affects MNE strategic agility positively. Similarly, CEOs’ cognitive characteristics - problem solving and reasoning, and language and communication skills (individual-level microfoundations) - affected strategic agility positively, while subsidiary embeddedness moderated these relationships in different ways, leaving space for fresh managerial and theoretical considerations.
Bibliographic Details
http://www.sciencedirect.com/science/article/pii/S1090951621000833; http://dx.doi.org/10.1016/j.jwb.2021.101272; http://www.scopus.com/inward/record.url?partnerID=HzOxMe3b&scp=85119690924&origin=inward; https://linkinghub.elsevier.com/retrieve/pii/S1090951621000833; https://dx.doi.org/10.1016/j.jwb.2021.101272
Elsevier BV
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