How do business and political Networking shape overseas dispute resolution for state-owned enterprise from emerging economies |
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| Affiliation: | 1. School of Maritime Economics and Management, Dalian Maritime University, Dalian, 116026, China;2. School of Business Administration, Dongbei University of Finance and Economics, Dalian, 116025, China;3. China Business Executives Academy, Dalian, Dalian, 116086, China;1. Ted Rogers School of Management, Ryerson University, 350 Victoria Street, Toronto, ON, M5B 2K3, Canada;2. International Business School, Shanghai University of International Business and Economics, No. 1900 Wenxiang Road, Songjiang District, Shanghai, 201620, China;1. Department of Economics and Management, University of Pavia, Italy;2. Department of Business and Management, LUISS Guido Carli, V.le Romania 32, Roma, 00197, Italy;3. Regent’s Professor; Fuller E. Callaway Professorial Chair; and Executive Director, CIBER, Georgia State University, 35 Broad Street, Atlanta, GA, 30303, USA;4. Visiting Professor, Leeds University Business School, UK;1. Université Paris-Saclay, UVSQ, IAE de Versailles, Larequoi, 47, boulevard Vauban, 78047, Guyancourt Cedex, France;2. Université Côte d’Azur, IAE Nice, GRM, 5, rue du 22ème B.C.A., 06357, Nice Cedex 4, France;3. Lappeenranta-Lahti University of Technology (LUT), School of Business and Management, P.O. Box 20, 53851, Lappeenranta, Finland;1. Aarhus University, Denmark;2. Department of Management, Fuglesangs Allé 4, 2628/M312, 8210, Aarhus, Denmark;3. University of Southern Denmark, Denmark;4. Department of Business and Management, Sdr. Stationsvej 28, 4200, Slagelse, Denmark;1. Australian Center for Asian Business, UniSA Business School, University of South Australia, Adelaide, Australia;2. Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan;3. UniSA Business School, University of South Australia, Adelaide, Australia;4. Georgia State University, Atlanta, USA;5. Leeds University Business School, UK;1. Monash Business School, Monash University, 26 Sir John Monash Drive, Caulfield East, VIC 3145 Melbourne, Australia;2. School of Applied Economics, Renmin University, China;3. DAN Department of Management & Organizational Studies, Western University, Canada |
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| Abstract: | We examine how networking in host countries by state-owned multinational enterprises from emerging economies (EMNEs) influences the approaches used to resolve interfirm disputes in overseas markets. To test our hypotheses, we surveyed 127 senior Chinese executives working for overseas subsidiaries in 56 countries. The results indicate that EMNEs’ business networking experience facilitates the adoption of the cooperative approach in subsequent interfirm disputes but has an insignificant effect on the competitive approach. In contrast, EMNEs’ political networking experience enables them to avoid a competitive approach but has a negligible effect on the cooperative approach. Although the business networking experience of state-owned EMNEs headquartered in the capital is conducive to facilitating the cooperative approach, their political networking experience is ineffective in avoiding the competitive approach and even hinders their adoption of the cooperative approach. Overall, we highlight how networking with the key institutional actors in host countries affects EMNEs’ post-entry operations. |
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| Keywords: | Networking Dispute resolution Cooperative negotiation Competitive negotiation Emerging economies |
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