CEO international experience: Effects on strategic change and firm performance

Le, Son Anh; Kroll, Mark

doi:10.1057/s41267-017-0080-1

Cited by 157 publications

(179 citation statements)

References 75 publications

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“…We would like to thank two anonymous reviewers for highlighting this issue. line with prior research stressing the central role of managers' overseas work experience in their international experience (Le and Kroll, 2017). 3 Our sample firms' TMT members have an average of 2.06 years of international work experience.…”

Section: Variable Measurementsupporting

confidence: 83%

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The Contingent Effect of TMT International Experience on Firms’ Internationalization Speed

Mohr

Batsakis

2018

British J of Management

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Drawing on upper echelons theory, we argue that there will be an inverted U-curve-shaped relationship between the top management team's (TMT's) level of international experience and a firm's internationalization speed. Accounting for the role of executive job demands highlighted in upper echelons theory, we further suggest that competitive pressure, product diversification and geographic scope moderate the relationship between TMT international experience and internationalization speed by increasing the demands of TMT managers' jobs. Using data on the international expansion of 91 retailers between 2003 and 2012, we find empirical support for the inverted U-curve-shaped effect of TMT international experience and the moderating role of competitive pressure. We find no moderating effect of product diversification or geographic scope.

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Section: Variable Measurementsupporting

confidence: 83%

“…line with prior research stressing the central role of managers' overseas work experience in their international experience (Le and Kroll, 2017). This measure is in 2 In cases where the annual report did not provide sufficient information about a TMT's members, we used the members of the firm's management board.…”

Section: Variable Measurementmentioning

confidence: 99%

The Contingent Effect of TMT International Experience on Firms’ Internationalization Speed

Mohr

Batsakis

2018

British J of Management

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“…The third candidate is a firm's manufacturing productivity, which reflects the overall manufacturing efficiency in transforming all inputs (e.g., labor, machine, and intermediate materials) into final products (Chang & Wu, 2014). Productivity can be explained by the previous experience of the executives, especially by their international experience (Cassiman & Golovko, 2011;Le & Kroll, 2017). Productivity plays a decisive role in determining the export propensity (Melitz, 2003).…”

Section: Instrumental Variablesmentioning

confidence: 99%

Rapid expansion of international new ventures across institutional distance

2018

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Rapid export expansion into institutionally distant locations has become more possible in the era of digital economy. Will such rapid expansion bring desirable outcome to firms? In a context of international new ventures (INVs) from emerging markets, we reconceptualize export expansion speed as the pace of exporting across institutional distance over a certain period of time. We then examine the relationship between rapid export expansion across institutional distance and overall firm performance. We incorporate directionality into export expansion and hypothesize the relationship to be positive when INVs export upwardly to more open countries, yet the relationship to be negative when INVs export downwardly to less open countries. We also hypothesize that the degree of market liberalization in subnational regions of origin of the INVs moderates the above speed-performance relationships. Instrumental variable models based on data of Chinese indigenous INVs during 2000-2009 support these hypotheses. This study both zooms in and zooms out the analytical lens along the location-related institutional axis, examines the joint effect of institutions involved in supranational directions and subnational origins on firm performance, and advances institutional theory.

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“…Introduced by Sullivan (), the measure captures the extent of international experience accumulated by the firm's top executives. Due to missing detailed data about the time that some managers stayed in certain foreign countries (for a discussion about this common issue, see Ramaswamy, Kroeck and Renforth, ), we relied on the adaptation of TMIE that Le and Kroll (, p. 574) referred to as the ‘number of countries IE’, where IE stands for international experience. The measure is based on a count of the number of different countries in which there is evidence that a top manager has worked before.…”

Section: Methodsmentioning

confidence: 99%

Transnational Board Interlocks as a Source of Non‐experiential Knowledge for the Firm in Foreign Markets

González¹

2019

British J of Management

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Board interlocks between firms headquartered in different countries are increasing. We contribute to the understanding of this practice by investigating the transnational interlocks formed by the 100 largest British firms between 2011 and 2014. We explore the association between different attributes of a firm's internationalization process, namely performance, structural and attitudinal, and the extent of the firm's engagement in transnational interlocks. We posit that the value of transnational interlocks as a non‐experiential source of knowledge will vary according to which of these three attributes becomes more prominent as the firm internationalizes. We do not find a significant relationship between the performance and structural attributes of internationalization, as measured by the firm's percentage of foreign sales and assets, respectively, and increased engagement in transnational interlocks. We do, however, find an inverted U‐shaped relationship between the attitudinal attribute of internationalization, represented by the psychic dispersion of the firm's foreign operations, and the firm's number of transnational interlocks. This non‐linear relationship reveals both a natural boundary for the firm's capacity to engage in transnational interlocks and a reduced willingness to engage in such ties once a certain degree of attitudinal internationalization has been reached.

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CEO international experience: Effects on strategic change and firm performance

Cited by 157 publications

References 75 publications

The Contingent Effect of TMT International Experience on Firms’ Internationalization Speed

The Contingent Effect of TMT International Experience on Firms’ Internationalization Speed

Rapid expansion of international new ventures across institutional distance

Transnational Board Interlocks as a Source of Non‐experiential Knowledge for the Firm in Foreign Markets

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