CSR in Afghanistan: a global CSR agenda in areas of limited statehood

2016 ◽  
Vol 5 (2) ◽  
pp. 165-189 ◽  
Author(s):  
Sameer Azizi ◽  
Dima Jamali
Keyword(s):  
Qualitative Data ◽  
Telecommunications Industry ◽  
Analytical Framework ◽  
Institutional Setting ◽  
Mobile Telecommunications ◽  
Multiple Sources ◽  
Content Type ◽  
Multi Level ◽  
Explicit Csr ◽  
Mobile Telecommunications Industry

Purpose – The purpose of this paper is to explain the emergence of CSR in Afghanistan as a novel context in the South-Asian CSR debate. Design/methodology/approach – The findings of the paper are based on case studies of four corporations in the Afghan mobile telecommunications industry. Multiple sources of qualitative data are coded according to the analytical framework of the paper to generate the findings. Findings – The findings highlight that the Afghan national setting can be conceptualised as an “area of limited statehood” indicating the weak national institutional setting, which enables space for manoeuvring for non-state actors to play a pivotal role in business-society relations. The paper highlights that the CSR practices are driven by the multi-level organisational field that through a unique blend of global coercive, mimetic and normative pressures lead to convergence around explicit CSR themes. Research limitations/implications – The findings are based on CSR practices that are explicitly stated and do not include informal and/or implicit business-society practices in such contexts. Originality/value – This paper combines the literature on areas of limited statehood and the neo-institutional theory to explain the emergence of CSR the Afghan mobile telecommunications industry. The paper advocates for a shift from a national setting focus to a multi-level institutional field lens in providing contextualised explanation of the emergence of CSR in developing countries.

scholarly journals Birds of a feather flock together: ownership in cross-border acquisitions by emerging multinationals

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Beatriz Domínguez ◽  
Lucio Fuentelsaz ◽  
Elisabet Garrido ◽  
Minerva González
Keyword(s):  
Empirical Evidence ◽  
Telecommunications Industry ◽  
Emerging Countries ◽  
Mobile Telecommunications ◽  
Host Countries ◽  
Content Type ◽  
Cross Border ◽  
Emerging Multinationals ◽  
Traditional Patterns ◽  
Mobile Telecommunications Industry

PurposeDespite prior studies on cross-border acquisitions (CBAs) have analyzed the determinants of ownership strategies; there is still a quest for evidence on how the differences between home and host market characteristics affect the ownership percentage. Prior studies have acknowledged that entering host countries with greater uncertainty makes multinationals reluctant to acquire high levels of ownership. Nevertheless, emerging multinationals (EMNEs) are usually used to operating under greater levels of uncertainty than multinationals from advanced countries (AMNEs), which can imply different ownership strategies. The purpose of this study is to analyze the ownership percentage acquired by MNEs when designing a CBA in emerging or in advanced countries, and to analyze the extent to which the ownership strategy in emerging countries differs between EMNEs and AMNEs.Design/methodology/approachMobile telecommunications industry is used as research setting to provide empirical evidence of the interaction effect of the advanced versus emerging nature of the host and home countries on the ownership acquired in CBAs.FindingsResults confirm that both home and host countries' characteristics are relevant in explaining the ownership strategies of MNEs.Originality/valueThe authors contribute to the strategy and IB literatures by providing empirical evidence on the recent debate on whether the internationalization strategies followed by EMNEs are similar to the traditional patterns of AMNEs, and analyze how EMNEs differ from AMNEs in their ownership strategies in emerging countries. Focusing in the mobile telecommunications industry, the authors also contribute by extending the analysis to an international and cross-cultural setting that includes 48 mobile groups that come from 35 home and 81 host countries.

Employee voice and silence in multinational corporations in the mobile telecommunications industry in Nigeria

2019 ◽  
Vol 41 (1) ◽  
pp. 228-252 ◽  
Author(s):  
Jude Chukwuemeka Emelifeonwu ◽  
Reimara Valk
Keyword(s):  
Industrial Relations ◽  
Telecommunications Industry ◽  
Employee Voice ◽  
Telecommunication Industry ◽  
Mobile Telecommunication ◽  
Mobile Telecommunications ◽  
Case Study Methodology ◽  
Content Type ◽  
Voice And Silence ◽  
Mobile Telecommunications Industry

PurposeThe purpose of this paper is to explore employee voice and silence in the mobile telecommunication industry in Nigeria.Design/methodology/approachAn exploratory qualitative case study methodology was employed in this study. Participant selection was done through a purposeful intensity sampling technique, which resulted in 30 employees from two different multinational organizations and an indigenous organization taking part in in-depth interviews.FindingsFindings show the presence of fear of victimization in the Nigerian workplace embellished by the Sub-Saharan culture and the state of the labor market, which resulted in employee silence. The study revealed that the implementation of culturally adapted employee voice mechanisms within organizations in the mobile telecommunication industry in Nigeria promotes employee voice and organizational performance, whereas a lack thereof results in organizational failure.Research limitations/implicationsA limitation is that the purposive sample of employees from three organizations in the mobile telecommunications industry only permits theoretical and analytic generalization.Practical implicationsA focus on the co-creation of a high-performance work environment and the development of a powerful employee value proposition would foster employee voice.Social implicationsIt will enable multinationals operating in Nigeria understand better how to operate employee voice in order to obtain optimal performance from workers in Sub-Sahara Africa.Originality/valueThis paper contributes to the literature on employee/industrial relations by showing that a high-power-distance national culture and a high unemployment rate affect employee voice and silence, which brings to the fore the importance of adequate employee voice mechanisms through which employees express their voice in order to arrive at beneficial individual and organizational outcomes.

The Open Innovation – Strategy nexus: findings from the Mobile Telecommunications Industry

2016 ◽  
Vol 39 (5) ◽  
pp. 569-598 ◽  
Author(s):  
Antonio Ghezzi ◽  
Raffaello Balocco ◽  
Andrea Rangone
Keyword(s):  
Competitive Advantage ◽  
Open Innovation ◽  
Business Models ◽  
Telecommunications Industry ◽  
Theory And Practice ◽  
Research Approach ◽  
Mobile Telecommunications ◽  
Content Type ◽  
Mobile Industry ◽  
Mobile Telecommunications Industry

Purpose This study aims to recognize the growing importance of Open Innovation (OI) theory and practice in the broader fields of Management and Information Systems, and focuse on the relationship existing between OI and a firm’s Business Strategy. Hence, the study aims at investigating the multifaceted OI – Strategy nexus at a business level, assessing how OI initiatives influence Strategy within the Mobile Telecommunications Industry and thus contributing to framing and classifying such inherent relationship. Design/methodology/approach A data-driven research approach is used, based on 45 qualitative interviews on firms operating in the Mobile Industry and involved in OI initiatives. Findings Six cross-themes the OI–Strategy relationship in the Mobile Industry revolves around are identified, i.e. OI and Competitive Advantage; OI and Strategic Positioning; OI and Business Models; OI in Networks; OI and Co-opetition; and OI and Resilient Business Advantages. For each theme, examples from the sample of interviewed Mobile firms are organized and reported. The key managerial issues emerging in the attempt to relate OI initiatives and the firm’s overarching Strategy are also underscored and organized in three streams, namely, designing an open business model; achieving competitive advantage through value capture; and nurturing OI as a dynamic capability. Originality/value The proposed reorganization of real-world OI and strategic initiatives in the Mobile Industry, together with the underscoring of key managerial issues, constitutes a comprehensive research agenda or roadmap, with value for both academics and practitioners.

Pre-Entry Experience, Postentry Adaptations, and Internationalization in the African Mobile Telecommunications Industry

2021 ◽  
pp. 1-22
Author(s):  
Mohammad Jahanbakht ◽  
Romel Mostafa ◽  
Francisco Veloso
Keyword(s):  
Low Income ◽  
Telecommunications Industry ◽  
Mobile Telecommunications ◽  
African Countries ◽  
Firm Level ◽  
Operational Conditions ◽  
Adaptive Capabilities ◽  
Level Data ◽  
Start Ups ◽  
Mobile Telecommunications Industry

We study the evolution of the African mobile telecommunications industry from its effective beginning and explore the sources of ownership advantages among indigenous firms, by assembling historical qualitative and quantitative firm-level data. Our historical qualitative findings suggest that a few start-ups gained industry-specific knowledge through their pre-entry experience, directed their postentry development of capabilities toward adaptations to challenging market and operational conditions, and leveraged their adaptive capabilities to enter and compete in other African countries. Using our quantitative panel data, we show that these firms successfully internationalized across the continent. In particular, compared with other start-ups, they had higher rates of foreign entry in African countries that had relatively weaker rule of law, and greater market reach in African countries that had relatively larger low-income consumer segments. These patterns corroborate that their capabilities for overcoming the industry’s challenging market and operational conditions were their key ownership advantages. Through our triangulated analysis, we show that inherited industry knowledge provides a foundation for postentry capability development, and entrepreneurial leadership guides this process to create ownership advantages for regional internationalization.

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