Research Summary This study considers the exit likelihood of foreign subsidiaries operating in Africa and identifies strategic orientations that can improve their chances of survival. We find that, on average, subsidiaries entering the African market have a greater exit likelihood than those entering the OECD market. However, those subsidiaries entering the African market with diverse investment purposes or greater market‐seeking orientation are less likely to exit, as they tend to enjoy flexibility, adaptability, and learning advantages useful in mitigating economic challenges and/or tapping into strategic opportunities. Managerial summary This study examines how the decision to enter African markets relates to the exit probability of MNE subsidiaries. Using a longitudinal, paired‐sample design of Japanese foreign subsidiaries operating in Africa and OECD countries, we find that entry to Africa increases the hazard rate of subsidiaries, but that subsidiaries entering with more diverse investment purposes and greater market‐seeking orientation have a better survival likelihood. Consistent with the institutional‐based theory of corporate diversification, our findings introduce purpose diversity and market‐seeking orientation as potential mechanisms to mitigate the hazards of institutional voids/instability. Also, by looking at the phenomenon of within‐subsidiary diversity (of purposes) and its interaction with institutional conditions, we advance the notion of subsidiary scope and its implications. Copyright © 2016 John Wiley & Sons, Ltd.

The COVID-19 crisis has introduced unique tradeoffs between health and economic risk, leading to a “life vs. livelihoods conundrum.” This study contributes to research on adversity and entrepreneurship by examining the implications of the pandemic for gender differences in enterprise performance. We further consider how public policy responses in the domains of public health and economic support moderate the potential gendered effects of the pandemic. Data analysis of more than 20,000 enterprises across 38 countries shows that women-owned enterprises were more adversely affected by the pandemic, and that stronger public health policy responses helped reduce the observed gap in performance.

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