RESUMO Este artigo tem como objetivo compreender como as empresas desenvolvem capacidade dinâmica para implementar estratégias sociais a fim de gerenciar as pressões de stakeholders locais e globais. Portanto, realizamos um estudo de caso múltiplo com quatro multinacionais brasileiras do setor de papel e celulose. Essas empresas desenvolvem uma capacidade dinâmica que lhes permite se adaptar a um ambiente em mudança, monitorando-o e aprendendo com seus stakeholders, cultivando relacionamentos e parcerias mutuamente benéficas com outras organizações e constantemente adotando ou influenciando práticas sustentáveis. Os resultados deste artigo estendem a literatura que converge estratégias sociais e capacidades dinâmicas, apresentando evidências de que essas empresas estão desenvolvendo e implantando uma capacidade dinâmica que permite a implementação de estratégias sociais. Os resultados também mostram que essas empresas podem desenvolver capacidades complexas e dinâmicas para gerenciar as demandas dos stakeholders em níveis local e global. Este artigo contribui para a literatura de capacidade dinâmica e estratégias sociais, demonstrando que tal capacidade é crítica no gerenciamento de múltiplos stakeholders.

Different patterns of internationalization of new ventures have been questioning classical international business theories in the last couple decades. In this manuscript, we delve into the rapid internationalization approaches to provide a comprehensive and contemporary literature review on the most recent empirical research on international new ventures, as well as to document thoroughly the discrepancies and dissonances in the literature. By doing so we contribute with the field by presenting propositions which were drawn from a systematized analysis of 35 articles which summed a total of 167 case studies regarding international new ventures. We then integrated the literature and developed a set of suggestions to be included in future research along with recommendations regarding the rigor and detailing when analyzing an international new venture.

PurposeThe present study aims to investigate an unsuccessful implementation of an active learning methodology. Active learning methods have emerged in order to improve learning processes and increase students' roles in the classroom. Most studies on the subject focus on developing learning strategies based on successful implementations of such methods. Nevertheless, critical reflections on unsuccessful cases might also provide material for developing further contributions to this literature.Design/methodology/approachThe authors conducted an intrinsic case study of an unsuccessful application of the flipped classroom method to an undergraduate basic statistics course at a Brazilian business school. The data collected comprised the course's syllabus, evaluation forms and two rounds of interviews with students and the professor.FindingsThe findings indicate that, apart from that which had been mapped by past literature, three additional aspects may limit the chances of successfully implementing a flipped classroom methodology: students' educational backgrounds, the course's structural issues and methodological and relational issues.Originality/valueThe present study contributes to the literature on active learning methodologies mainly by mapping additional aspects that should be considered in the implementation of the flipped classroom methodology. Additionally, the authors investigate an unsuccessful case of such an implementation, an investigation that is still scant within this literature.

Objective: We delve into the rapid internationalization literature to provide a literature review on the most recent empirical research on international new ventures (INVs). We focus on reporting how the literature on INVs has evolved through the lenses of case studies, and we highlight issues on the use of INVs concepts.Method: We conducted a systematic review of 99 case studies articles related to international new ventures published in leading journals in all areas of knowledge within management. We performed a two-cycle coding and a thematic analysis.Main Results: We have found researchers are applying INV and BG concepts interchangeably, thus incorrectly. Scholars have not considered nor discussed the theoretical implications of dropping and adding criteria when selecting cases. We also found the research in INV has thematically evolved as scholars have increasingly studied the post-internationalization moment of these companies.Relevance/originality: We contribute to the INV's literature by demonstrating the theory is now evolving to understand the post-internationalization moment of these companies. We also discuss the implication of selecting cases disregarding the criteria that qualify them as INVs.Theoretical/methodological contributions: Our research contributes with a discussion on the implications of loosely applying the INVs concepts and offers insights on how the literature has evolved.

This paper aims to understand how firms develop a dynamic capability to implement social strategies and manage pressures from local and global stakeholders. A multiple case study was conducted with four Brazilian multinationals in the pulp and paper industry. These firms develop dynamic capabilities to adapt to a changing environment by monitoring it and learning from their stakeholders, nurturing mutually beneficial relationships and partnerships with other organizations, and constantly adopting or influencing social strategies. This paper’s findings extend the literature that converges social strategies and dynamic capabilities by presenting evidence that these firms are developing and deploying a dynamic capability to implement social strategies. The findings also show that firms can develop complex and dynamic capabilities to manage stakeholder demands at local and global levels. Finally, this paper contributes to the dynamic capability and social strategy literature by demonstrating that such capability is critical in managing multiple stakeholders.