Developing Cultural Intelligence for Global Leadership Through Mindfulness

Understanding how businesses function in relation to cultural and societal influences is critical for today’s business leader who wants to interact competently across borders. However, developing and evaluating such competence is a challenge. One concept that provides a holistic conceptualization of intercultural competence is the notion of “mindfulness” or the ability to use reflection as a connection between knowledge and action. To facilitate the intercultural learning of a group of MBA students studying global leadership during a cross-cultural immersion experience in China, a model of cultural competence was introduced during their predeparture sessions. In order to demonstrate their understanding of intercultural competence, student papers were analyzed using a coding scheme for reflection. Data show that, overall, students increased their level of “mindfulness” and became more reflective, and in our hopes, more culturally sensitive as a result of this cross-cultural immersion program. Implications of this study can be used for teaching international business and improving study abroad assignments through reflection.     

Headquarters parenting advantage in Chinese MNEs: The moderating role of top managers’ political and International experience

This study explores the relevance of top management teams’ experience to support the headquarters parenting advantage in the context of Chinese multinationals. Specifically, it studies how the political and international experience of headquarters’ top management teams moderates the relationship between headquarters involvement in knowledge transfer processes – a key aspect of value creation in the parenting advantage logic – and the extent of reverse knowledge transfer from subsidiaries. Based on the data from two complementary surveys of senior managers in 99 Chinese multinationals and managers in their 177 subsidiaries, our analysis indicates a contrasting effect of top managers’ experience as their political experience weakens, but their international experience strengthens the positive effect of headquarters involvement in reverse knowledge transfer. This study contributes to the parenting advantage logic, by introducing the relevance of different top managers’ experiences, and to our understanding of top management teams in the context of both reverse knowledge transfer and Chinese multinationals, particularly by showing the important implications of top management teams’ experience for Chinese enterprises’ international strategies.     

Multinational HRM in privatized Jordanian enterprises: An exploration of the influence of political contingencies

Within the international human resource management literature, it is recognized that a range of “host‐country effects” can influence how multinational corporations approach the management of human resources within overseas subsidiaries. This article seeks to further knowledge of these effects by using the findings obtained from two case studies conducted in companies that had come under the control of French multinationals through the Jordanian government's privatization program to explore how subsequent processes of human resource reform were shaped by governmental policies and wider political considerations and the dynamics underlying these shaping processes. In particular, it explores the tensions that arose between government policies and corporate business objectives, the negotiating strategies that the companies adopted in order to resolve them, and the factors that influenced the usage and outcome of these strategies. © 2007 Wiley Periodicals, Inc.     

Bridging the Digital Divide in Malaysia: An Empirical Analysis of Technological Transformation and Implications for E-development

This article uses research from the fields of international business, economics and industrial relations to investigate how the context of multinational corporations affects the bargaining power of shop-floor workers and senior management. It is set in the context of the Asia Pacific region. Senior executives negotiate their salaries from positions of strength, especially when their subsidiaries fulfil important strategic roles. In contrast, shop-floor workers can face threats to ‘move the plant to Asia’ when negotiating wages. These dissimilar negotiating positions provide the context in which wages are negotiated in the region. It is anticipated that the study will assist managers of multinational corporations and their employees’ representatives as they approach wage negotiations.     

Global Consistency Versus Local Responsiveness: Deutsche Telekom's Human Resource Management Strategies in Central and Eastern Europe

This article analyses the competing demands faced by Deutsche Telekom for global consistency and local responsiveness as it attempted to coordinate its human resource management strategies across its Eastern European subsidiaries. It considers the degree to which the former economic and political histories of Eastern Europe continue to influence and/or constrain multinational corporation strategies and practices in the post-2000 era. Institutional path dependency, strategic international human resource management, and international industrial relations theories are used to assist in analyzing the data. The study concludes that managerial constraints associated with the historical and economic legacies of these former socialist countries are rapidly declining, thereby allowing multinational firms to implement “Western-style” human resource management strategies. It further suggests that industrial relations institutions at the European Union level, rather than individual country level, have the greatest potential to impact on international human resource management strategies in the region. Multinational corporations should therefore engage in more-integrated strategic international human resource management and international industrial relations approaches.     

Revisiting the “passée”: history rewriting in the neo-burlesque community

Neo-burlesque, or the “burlesque revival,” is a movement that emerged in the 1990s, with retro-inclined consumers revisiting old-fashioned striptease performances informed by the burlesque satirical tradition. Based on an 18-month ethnographic immersion in North American neo-burlesque communities, our initial research sought to understand how this movement acts as a forum through which forms of female representations are retrospectively enacted and revisited. While providing for empirical evidences that a feeling of incongruity can be experienced by members of retro communities such as that of neo-burlesque – particularly with regards to gender ideals, including body and sexual identity – this paper argues that certain types of neo-burlesque practices disrupt the nostalgic or contemporary logic of idealisation and, as such, can reinvest non-idealised identities, bodies with new meanings and legitimacy in the present.     

Influence of country and company characteristics on international business decisions: A review,conceptual model,and propositions

This research advances four propositions and a conceptual model of country and company characteristics influencing key International Business Decisions (IBDs). The IBDs in this study are country selection and evaluation, entry mode, segmentation-targeting-positioning, and the marketing mix – the first two in the international business domain, and the latter two in the international marketing field. The conceptual model and related four propositions are advanced, based on an extensive literature review and subsequent in-depth review of 169 published research papers on major IBDs and their determinants, namely, country characteristics, including opportunities, risks, and various distances between the host country and home country, and company characteristics, which include international business experience, assets/resources, and expansion/growth strategies. Managerial implications and directions for future research are discussed.     

The Use of Living Cases in International Management

Abstract

Educators recognize the need to provide ‘hands-on, practical experience’ to business students and exposure to ‘real world’ concerns. This article describes an approach to using living cases in a class on international management, whereby students complete a semester long consulting project for a local small business and provide that company with a plan on how to “go international.”     

高管机会主义品行与公司信息披露决策

文章构建相应策略识别了高管机会主义品行，并探究其对公司信息披露决策的影响。研究结果表明，高管的机会主义品行会显著增加公司信息披露违规、真实盈余管理行为；提升公司选择非国际“四大”会计师事务所的概率，并支付更高的审计费用。随着高管机会主义水平上升，公司更有可能作出上述决策。进一步地，国有产权能在一定程度上抑制高管机会主义品行对信息披露质量的负面影响，却显著增加了公司应计盈余管理；当高管机会主义水平较高时，国有产权也无法发挥有效治理作用。从经济后果看，高管的机会主义品行能被资本市场识别，并显著减损公司未来价值。     

The investment-divestment relationship: Resource shifts and intersubsidiary competition within MNEs

This paper examines the interdependencies between MNE investment and divestment decisions. We derive a conceptual framework of “segmented intersubsidiary competition” and hypothesize that the competitive pressure of new investments on existing subsidiaries varies by regional dimension. Based on a database of 3524 French MNEs, we analyse intersubsidiary competition and intertemporal adjustment processes of the investment-divestment relationship between 2002 and 2010. Our empirical findings support the theoretical notion of segmented intersubsidiary competition within MNEs: Foreign investments create competitive pressure for foreign subsidiaries to be divested in subsequent periods, where domestic investments spur divestment at home. Inversely, foreign divestments are more likely to create new investment opportunities in the foreign than in the domestic arena. Our differentiations between investments/divestments in EU countries and in non-EU countries shows that the competitive pressure of new investments on existing subsidiaries is mainly limited to the same region.     

Contextualizing experience effects in international business: A study of ownership strategies

Experienced firms act differently than newcomers, yet such differences vary with the context and with the type of experience. This research examines the effects of international experience on multinational enterprises’ (MNEs’) ownership strategy across a range of developed and developing economies. We distinguish competence-building and partner-selection effects of experience, which vary between general international experience and country-specific experience, and across host contexts. This contextualization of the theoretical arguments suggests that the predicted effects hold in some host countries, but not in others. In support of these arguments, our empirical study of subsidiaries of Taiwanese electronics forms finds that general international experience facilitates wholly owned operations in developed economies in Asia and Europe, while country-specific experience facilitates joint ownership in China.     

Entering China Today

Summary

The peripherally growing and remarkably dynamic Chinese economy is now encouraging the use of more diverse and creative entry modes for international investors. This article illustrates various entry modes of foreign direct investment available at present to foreign companies entering China. These entry modes include equity joint ventures, wholly foreign owned subsidiaries, contractual joint ventures, umbrella companies, acquisitions, representative offices, branches, build-operate-transfers, licensing and franchising. The merits and limitations of each entry mode are discussed. Some practical advice on entry strategies for international executives active in the Chinese market is also highlighted.     

Language and identity in the shadow: A multi-case study of a Japanese multinational corporation

This paper explores how different organizational identities can be constructed by the use of multiple languages within a multinational corporation’s (MNC) subsidiaries. Scholars are increasingly interested in the importance of language in international business but little is currently known about how identities interact with language across an MNC’s subsidiaries. Applying language and social identity theory, this paper analyses the interactions between organizational identity and the use of multiple languages within the lines of communication in the Thai, Taiwanese and US subsidiaries of a Japanese MNC, focusing especially on communications with customers and headquarters. The findings reveal the range of uses of different languages in the lines of communication and the attendant sharing and shaping of social identities in each subsidiary, thus highlighting the importance of the contexts of subsidiaries. In addition, in a sharp contrast to the approach to linguistic identity assumed in the current literature, the findings reveal how national identity can be sustained independently of the use of language. Moreover, the findings also reveal that perceived identity is influenced not only by actors’ language abilities and ethnicity, but also by their post-colonial views on both parent and host countries, and how this underpins shadow organizational structures.     

Competing globally: How Japanese MNCs have matched goals and strategies in India and China

Japanese MNCs have established strong investment positions in the US, Europe and Asia. China has been a major recipient of Japanese foreign direct investment (FDI), while investment in India has grown much more slowly. We argue that the differences extend much beyond the levels of investment—Japanese involvement in India and China is qualitatively different. Japanese FDI in China was motivated by access to location-specific productive resources, and it involved a high degree of technology, management skills and organizational knowledge transfer. The Japanese subsidiaries in China were integrated with the network of international subsidiaries as a part of the MNC's global strategy. Japanese FDI in India, however, was motivated by the desire to access local markets. It involved less transfer of technology and management skills, and Japanese subsidiaries in India operated independently as part of a multi-domestic strategy. We conclude that foreign entrants to the region should be aware and able to respond to the unique advantages of each host country and to the different strategies and capabilities of the subsidiaries of Japanese MNCs.     

Age negotiation at the Asian corporate subsidiary: challenges of managerial ‘youth’ in Thai-based subsidiaries of Western multinationals

This study explores how individuals construed as ‘young’ for their managerial positions seek to mitigate their youth in order to gain and maintain legitimacy in an Asian socio-cultural context which (traditionally) privileges age seniority. Drawing on the narratives of local and expatriate managers at the Thai-based subsidiaries of Western multinational companies, we show how individuals experience ‘youth discrimination’ seeking to negotiate their age using alternative identity attributes with differing stakeholder groups. Findings expand our understanding of how and why attitudes towards managers viewed as ‘young’ affect perceptions of role legitimacy and performance. Implications for corporate HRM – specifically managerial selection – in Asia, as well as notions of discrimination ‘intersectionality’ are then progressed.     

Dynamics in foreign markets — A study of strategic control in CEE

Effective coordination is crucial to managing a global network of subsidiaries. Although much has been said on the instruments multinational companies use to control their foreign operations, only very little is known on how they develop over time. An empirical longitudinal analysis of 40 multinationals shows that as subsidiaries mature, control strategies need to be adapted. Consequently, headquarters’ executives need to take into account a dynamic perspective on interactive effects of single control instruments when selecting control strategies during the internationalization process.     

French multinational companies' HRM in China: strategic orientation and integration approaches

The purpose of this qualitative study is to identify strategic orientation and integration approaches of French companies in implementing the headquarters-based human resource management (HRM) practices in their Chinese subsidiaries. Through a study of 16 French multinationals’ HRM, our findings reveal that a majority of sample companies tend to standardize the HRM practices in their Chinese subsidiaries to a great extent. This strategic orientation is supported by a combination of specific integration approaches at the subsidiary level. The results add knowledge to international management theory and allow us to develop implications in managing employees in China.     

Global strategy gone astray: Maersk's big box boats and the world shipping industry

A.P. Moller‐Maersk Group (A.P. Moller‐Mærsk AS in Danish), commonly known as Maersk, is the world's largest global shipping conglomerate from Denmark and carries a rich history and corporate heritage in the industry. The company operates large container ships which are mostly known as “big box boats” in the industry. By using interdisciplinary literature and the shipping industry's operational routes and corporate developments, this case‐based research analyzes and discusses Maersk's internationalization and its global strategies. Although Maersk aggressively sought internationalization and company‐specific expansion, its global strategy and international expansion areas have encountered problems because of the slowdown of the global economy, de‐globalization, and the U.S.–China trade tussle. The case‐based research analyzes and discusses these issues within the areas of international business and the company's global strategies and industry‐specific competition. Analysts and industry observers believe that Maersk will continue to be a major shipping and logistics firm and will thrive in global markets. At the same time, the company will be impacted by the changing competition, regulatory forces, and new technologies in logistics and global shipping. This case study also provides future developments and growth prospects of Maersk and the shipping industry.     

Argonauts and Icaruses: Social networks and dynamics of nascent international entrepreneurs

Drawing on Bourdieu’s theory of practice, we consider internationalization as a process of field crossing and apply this framework to nascent international entrepreneurs. The analysis of 37 interviews with French entrepreneurs, managers, and support providers in China allows identifying two types of international entrepreneurs: (1) “Fallen Icaruses”, unable to incorporate and exhibit a global habitus and who fall back to the home field, and (2) “Global Argonauts”, incorporating and exhibiting a global habitus and who proceed with internationalization. Our findings show that social networks can be hostile to newcomers and that incumbents in those networks first assess newcomers’ “compatibility”. We posit that the success of international initiatives by entrepreneurs depends on their ability to cross and fit into different “fields”, and to develop various forms of social relationships in those fields.     

Collaborative workplaces for innovation in service companies: barriers and enablers for supporting new ways of working

The paper aims to provide a systematic overview of the barriers and enablers that contribute to the success or failure of collaborative workplaces initiatives aimed at fostering innovation in service companies. The study is based on semi-structured interviews with innovation managers, human resource managers and facility department executives from a sample of multi-national service companies. Its primary focus is on the workplace initiatives carried out in their Spanish subsidiaries. The paper contributes to the extant research by identifying a conceptual model for collaborative workplaces and by providing a systematic overview of the related barriers and enablers. From the interviews, these factors were organized within a framework usable by practitioners for analysis. This paper is of interest to companies that aim to design collaborative workplace strategies to justify associated investments. It can also provide their managers with guidelines to lead the company in the transition toward new ways of working based on higher employee collaboration and flexibility.