This study identifies the relationship between local stakeholder pressures and Korean foreign subsidiaries’ corporate social responsibility (CSR). Analyzing the survey data of 177 Korean foreign subsidiaries yielded two important findings. First, local primary stakeholders have a positive impact on responsive CSR activities, but have no influence on strategic CSR activities. Second, local secondary stakeholders in host countries have a strong influence on both responsive and strategic CSR activities. Secondary stakeholders have more influence on strategic than on responsive CSR activities. This article suggests a change in managerial philosophy toward primary and secondary stakeholders, which may have important implications for multinational enterprises (MNEs) in achieving greater success with the design of their CSR activities.

This study applies a distance-based measurement outlining market boundaries for competition in the lodging industry and investigates the effects of competition across a range of distances. Predetermined administrative boundaries have been the conventional metric used when estimating competition effects in a given geographical area in the lodging industry. For this study, distances are calculated using the location information of 45,623 hotels in the United States extracted from the Smith Travel Research Hotel Census. Our findings suggest a U-shaped relationship: hotel room prices fall as relative distance increases, due to increasing negative price pressure, until a threshold distance is reached (a radius of 20 km), after which price pressure falls and prices begin to increase. These research findings have implications for hotel managers with respect to competitor management and for hotel investors interested in locating and developing future accommodation establishments.

The purpose of this study is to identify the relationships between knowledge creation capability and innovation performance in multinational consulting organizations. We introduce two important but conceptually distinct, intellectual attribute constructs-human and social capital-as mechanisms that moderate the relationship. Survey data from 172 professional consultants in subsidiaries of multinational management consulting firms was empirically analyzed. This study confirms the importance of tacit knowledge creation capability for innovation and finds that explicit knowledge creation does not have substantial effects on innovation performance. Human capital has negative moderating effects on how tacit knowledge creation influences innovation performance, but it has a positive moderating effect on the relationship between explicit knowledge creation and innovation. The negative moderating effect of human capital appears stronger in the senior consultant groups. On the other hand, social capital has no moderating effects on knowledge creation capability and innovation. These results provide managerial implications for global subsidiaries' knowledge-creating capabilities as drivers of successful, innovative change.