Competitor identification,perceived environmental uncertainty,and firm performance

To create a competitive advantage and generate superior performance, firms must first identify rivals. However, there is little understanding of how perceived environmental uncertainty affects competitor identification, why some firms are better at identifying domestic versus foreign rivals, or how competitor identification is related to firm performance. In this paper we theorize that perceived environmental uncertainty is an important antecedent of competitor identification; it influences how many competitors a firm identifies. Our theory also suggests that different firm characteristics influence domestic/foreign competitor identification and that there is an inverted‐U shaped relationship between under/overidentification of competitors and firm performance. Based on a large sample of Taiwanese firms, we find support for each of these ideas. Our study helps reinforce the importance of competitor identification for firm success. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

The impact of tourism on a dependent island: Gozo,Malta

Tourism for the 22,000 inhabitants of Gozo, Malta's underdeveloped sister island, means just over one hundred foreign residents, several hundred hotel visitors, and an annual stream of several hundred thousand day trippers from Malta. For Gozitans tourism has provided substantial earnings for a few catering and transport entrepreneurs, permanent employment for a few hundreds, and a modest income for some 1,600 women and girls producing handicraft souvenirs at home. However, the tourist connection to Gozo is controlled by Maltese, who obtain a disproportionate share of the industry's earnings. Increasingly Gozitans resent the way Maltese exploit their island, pollute it with picnic rubbish and treat them as backward. They compare their patronizating neighbours to the polite, free spending foreigners by whom they are treated with respect. Foreign appreciation of their rural environment and lifestyle has increased Gozitan self confidence, even as it has exacerbated their traditional resentment of Maltese cultural, social, and economic dominance. On balance, Gozitans from all walks of life regard tourism positively, especially its benefits to their underdeveloped economy.     

Geographic Distance as a Moderator of Curvilinear Relationship Between Cultural Distance and Shared Ownership

This study tests geographic distance as a moderator of the curvilinear relationship between cultural distance and a firm's preference for shared ownership entry mode. The sample consisted of US foreign direct investments in 60 countries spread over 18 years. Results showed that an inverted U‐shaped relationship between cultural distance and preference for shared ownership is stronger for firms separated by high geographic distance. While full equity ownership is most likely when both cultural and geographic distances are either low or high, shared ownership is most likely when the cultural distance is high (low) but the geographic distance is low (high). Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.     

Power,CSR strategy,and performance in foreign-owned subsidiaries

We investigate how a subsidiary's power base influences its strategic corporate social responsibility (CSR) focus on international and local issues, and performance. We develop a theoretical framework and test symmetric hypotheses as well as non-symmetric research queries based on insights from resource dependency theory and institutional theory. We use survey data collected from foreign-owned subsidiaries located in the mid-range emerging economy of Taiwan. We find that a large power base positively influences an international CSR strategic focus in subsidiaries. Furthermore, our symmetric results indicated that only international CSR strategies are conducive to performance. However, our complementing non-symmetric results show that the distinct power-base dimensions in combination with a local CSR strategic focus can also lead to high performance outcomes.