Multi-Theoretical Approaches to Studying International Business Strategy

2020 ◽  
pp. 152-172
Author(s):  
Eric W. K. Tsang
Keyword(s):  
Empirical Research ◽  
International Business ◽  
Theoretical Approach ◽  
Business Strategy ◽  
Theoretical Research ◽  
Theoretical Studies ◽  
Comprehensive Understanding ◽  
Critical Realist ◽  
Theoretical Approaches ◽  
Realist Perspective

This chapter discusses the adoption of a multi-theoretical approach to studying international business (IB) strategy. It first defines the meaning of theory and distinguishes it from related concepts, such as paradigm and model. Although integrating theories is often regarded as providing a more comprehensive understanding of a phenomenon, multi-theoretical studies are not common for a number of reasons. Taking a critical realist perspective, the chapter discusses the functions of using more than one theory in empirical research. The arguments are supported by examples drawn from the IB strategy literature, particularly published empirical papers. Most importantly, the chapter offers suggestions about promoting and conducting multi-theoretical research.

The Evolution of Corporate Divestment

2019 ◽  
pp. 292-316 ◽  
Author(s):  
Pedro Miguel Freitas da Silva ◽  
António Carrizo Moreira
Keyword(s):  
Optimal Control ◽  
Mergers And Acquisitions ◽  
Institutional Theory ◽  
International Business ◽  
Business Strategy ◽  
Company Size ◽  
Growth Strategies ◽  
Theoretical Approaches ◽  
Unit Performance ◽  
International Business Strategy

When compared to other fields of research such as mergers and acquisitions, corporate divestment is under researched. There are at least three main reasons for this: the environment in which corporate divestment research has taken place has caused divestments to be understood as acquisition-driven rather than strategy-driven, the scope and distinct modes of divestment, and the difficulties in isolating the divestment phenomena. The objective of this chapter is to review the main theoretical approaches used in the study of divestment, to analyze their contribution to the field, and to discuss whether new approaches are needed in divestment research. Most studies of divestment are based on the concept that divestment is the outcome of poor unit performance, and the reversal of previous over-diversification and growth strategies that expanded the company size beyond optimal control. This chapter proposes four future lines of research into corporate divestment: the international business strategy, the network perspective, the stakeholders' perspective, and the institutional theory.

scholarly journals COVID-19 impacts on sport governance and management: a global, critical realist perspective

2021 ◽  
pp. 1-9
Author(s):  
Terri Byers ◽  
Khevyn-Lynn Gormley ◽  
Mathieu Winand ◽  
Christos Anagnostopoulos ◽  
Remi Richard ◽  
...  
Keyword(s):  
Critical Realist ◽  
Realist Perspective

scholarly journals The Impact of Managers and Network Interactions on the Integration of Circularity in Business Strategy

2021 ◽  
pp. 108602662199463
Author(s):  
Manon Eikelenboom ◽  
Gjalt de Jong
Keyword(s):  
The Netherlands ◽  
Survey Data ◽  
Empirical Research ◽  
Indirect Effect ◽  
Business Strategy ◽  
Business Processes ◽  
Core Business ◽  
Organizational Attributes ◽  
Positive Direct ◽  
The Impact

Integrating circularity in business strategy is difficult to achieve for companies as it requires impactful changes in core business processes. While research has focused on identifying key barriers, little is known about the organizational attributes that can assist businesses in integrating circularity in their strategies. The purpose of this study is to investigate the implications of organizational managers and network interactions for the integration of circularity in business strategy. Through using survey data from 627 SMEs (small- and medium-sized enterprises) in the Netherlands, this study shows that managers who interpret circularity as an opportunity can have a positive direct and indirect effect on the integration of circularity in a company’s strategy. The results furthermore highlight the importance of circular network interactions for the integration of circularity in business strategy. This article contributes to recent calls for more empirical research into the integration of circularity and offers relevant insights for companies aiming to integrate circularity.

The relationship between MNCs’ strategies and executive staffing

2017 ◽  
Vol 25 (2) ◽  
pp. 233-250 ◽  
Author(s):  
Sangeetha Lakshman ◽  
C. Lakshman ◽  
Christophe Estay
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Global Strategy ◽  
Business Strategies ◽  
Future Research ◽  
Research Approach ◽  
Global Integration ◽  
Content Type ◽  
Managerial Implications ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship of business strategies with executive staffing of multinational companies (MNCs). Design/methodology/approach Based on in-depth interviews conducted with top executives of 22 MNCs’, the authors identify important connections between international business strategies and staffing orientation. The authors used the qualitative research approach of building theory from interviews; thus, creating theoretical propositions from empirical evidence. Findings The authors find that when the pressure for global integration is high, MNCs use more parent-country national (PCNs) (ethnocentric staffing) as against the use of host-country managers (HCNs) (polycentric staffing) when this pressure is low. Additionally, MNCs using a global strategy are more likely to use an ethnocentric staffing approach, those using a multi-domestic strategy use a polycentric approach and firms using transnational strategy adopt a mix of ethnocentric and polycentric approaches. Research limitations/implications Although the authors derive theoretical patterns based on rich qualitative data, their sample is relatively small and comprises mostly of French MNCs. Generalizability to a broader context is limited. However, the authors’ findings have critical implications for future research. Practical implications The authors’ findings provide critical managerial implications for MNCs in matching their HR strategies with business strategies. These are important for effective strategy implementation. Originality/value Although MNC staffing orientations have been studied for a long time, their relationship to international business strategies is still not clearly understood. The authors contribute to the literature by investigating the relationship between MNCs’ business strategy types with staffing orientations.

Etihad Airlines: growth through successful strategic partnerships

2014 ◽  
Vol 4 (5) ◽  
pp. 1-12 ◽  
Author(s):  
Hamad A. Al Ali ◽  
Syed Zamberi Ahmad
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Business Strategy ◽  
Secondary Data ◽  
Sustainable Growth ◽  
Abu Dhabi ◽  
Aviation Industry ◽  
Strategic Partnerships ◽  
Content Type

Subject area International business and/or strategic management. Study level/applicability This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management. Case overview Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations. Expected learning outcomes Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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