The Border as a Resource in the Global Urban Space: A Contribution to the Cross‐Border Metropolis Hypothesis

In a globalized urban world, cross‐border metropolises represent a spatial configuration emblematic of the interplay between the space of flows and the space of places. The multiplicity of contexts and processes at work can complicate the identification of what constitutes the singularity of the concept. In order to contribute to these reflections the present article hypothesizes that the specificity of cross‐border metropolises does not fundamentally stem from the form they take or the nature of the cross‐border integration at work, but rather from the particular role played by national borders in their formation. Opening up borders offers new opportunities for border cities and urban border regions to reinforce their positions at the heart of global economic networks, and to affirm their autonomy as cross‐border regional entities. Without minimizing the possible obstructive effects of borders, it is helpful to recognize that they might also represent a resource in the composition of cross‐border metropolitan regions.     

Effects of Industry‐ and Region‐Specific Acquisition Experience on Value Creation in Cross‐Border Acquisitions: The Moderating Role of Cultural Similarity

Based on a sample of 222 cross‐border acquisitions by US firms in the service sector, our study examines the effects of acquiring firms' prior cross‐border acquisition experience in the same industry and geographic region as the acquired firm on shareholder value creation. Using the BHAR (buy‐and‐hold abnormal returns) methodology, we find that higher levels of industry‐specific and region‐specific acquisition experience translate into greater shareholder value creation for acquiring firms in subsequent acquisitions. In addition, our results indicate that the effects of industry‐specific acquisition experience on acquisition performance are contingent on the level of cultural similarity between the acquiring and acquired firm countries, with the benefits of prior experience being greater in acquisitions undertaken in culturally similar countries. We also find that the moderating effects of cultural similarity on the relationship between industry‐specific acquisition experience and value creation are contingent on the level of prior region‐specific acquisition experience possessed by the acquiring firm.     

Spatial Imaginaries of the Dutch–German–Belgian Borderlands: A Multidimensional Analysis of Cross‐Border Regional Governance

Parallel to the proliferation of cross‐border regional cooperation initiatives in the European Union, increasing scholarly attention has been given to conceptualizing cross‐border governance in recent decades. In line with the recognition that cross‐border regions have not undermined the significance of nation‐state spaces but have added to their complexity, conceptual frameworks of analysis have become more and more refined. However, studies still tend to be framed in one spatial grammar, that of territory, scale or network, and fail to consider the ways in which these different dimensions become interlocked. The aim of this article is to address this lack by developing a multidimensional perspective, in order to finally circumvent state‐centric thinking on cross‐border regions and to offer a more nuanced account of whether and how new imaginaries of spatial governance institutionalize. These arguments are demonstrated by means of a case study of cross‐border regional governance in the Dutch–German–Belgian borderlands.     

From Frontier to Bridgehead: Cross‐border Regions and the Experience of Yunnan,China

Drawing on recent theoretical tenets regarding cross‐border regions, this article analyzes China's state spatial policies that aim to transform Yunnan from a peripheral frontier into an economic bridgehead. The purposes of the present study are threefold: to contextualize the formation of Yunnan as China's frontier; to examine why Yunnan has been strategically selected as a bridgehead to promote China's transnational economies; and to explore the central–provincial alliance as an innovative institutional arrangement and look at how this alliance can convert Yunnan into a space of exception or new state space of development. This study finds that in order to convert regional assets into real competitiveness, the Chinese state (national, provincial and local) emphasizes transnational cooperation, endeavors to maximize Yunnan's place‐specific locational advantages and promotes the differentiation of regional developmental trajectories across China's national territory. The article contributes to studies of institutional arrangements for cross‐border cooperation in a non‐Western context and sheds light on China's regional development policies in its hinterland.     

A Cross‐National Study of Fairness in Asia: How Perceptions of a Lack‐of‐Group Bias and Transparency in the Performance Evaluation System Relate to Job Satisfaction

This study explored how managers’ fairness perceptions of performance evaluation systems differ across countries and relate to their job satisfaction. Lack‐of‐group bias and transparency were the constructs used to assess fairness perceptions. The data sample consisted of 903 Asian managers from the subsidiaries of a leading multinational corporation (MNC) strategically expanding its retail markets in Japan, China, Hong Kong, Malaysia, and Thailand. Results showed that the fairness perceptions of lack‐of‐group bias and transparency concerning the common performance evaluation system varied within these Asian countries. Furthermore, those fairness perceptions were significantly related to job satisfaction among Asian managers overall, as well as in each of the five geographical subgroups with the exception of Hong Kong, where the perception of a lack‐of‐group bias was only marginally related to job satisfaction. These findings offer theoretical implications regarding organizational justice, cross‐national management, and performance evaluation, as well as practical implications for leveraging organizational justice perceptions of performance evaluation systems for the effectiveness of MNCs. © 2015 Wiley Periodicals, Inc.