Family-owned multinational enterprises in the post-pandemic global economy

Calabrò, Andrea; Chrisman, James J.; Kano, Liena

doi:10.1057/s41267-022-00508-8

Cited by 26 publications

(25 citation statements)

References 100 publications

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“…4.1.6 Social uncertainty. Human beings are not designed to be isolated from one another (Calabrò et al, 2022). One significant effect of city shutdowns and physical distancing is that it created a social disconnection between members of staff of organizations and their extended families and loved ones (Caligiuri et al, 2020).…”

Section: Ribs 331mentioning

confidence: 99%

“…MNEs operate in a volatile, uncertain, complex and ambiguous (VUCA) environment (Calabrò et al , 2022), and it is not uncommon for them to develop the requisite resources, competencies, innovation and experience to operate effectively in VUCA worlds (Amankwah-Amoah et al , 2021; Van Tulder et al , 2022). Furthermore, depending on the crisis, organizations could manage uncertainties to the best of their experience with the previous occurrence.…”

Section: Theoretical Background and Research Questionsmentioning

confidence: 99%

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COVID-19 uncertainties, dynamic capabilities and the strategic response of multinational enterprises

Olarewaju

Ajeyalemi

2023

RIBS

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Purpose This study aims to examine uncertainties created due to the pandemic that multinational enterprises (MNEs) had to confront. It also assesses MNEs’ response to these uncertainties through their dynamic capabilities (DCs). It relied on theories of DCs and organizational learning. Design/methodology/approach MNEs listed in Fortune Global 500 served as the population of the study, while data were retrieved from their respective corporate websites. The final phase generated 704 documents systematically analyzed for dialogic communication. Content analysis was used to make inferences. Findings This study found six distinct uncertainties created by COVID-19. Furthermore, it was found that irrespective of industry-type or headquarters location, organizations could transform their internal processes and remain resilient by strategically sensing and responding to exogenous shocks through DCs. Research limitations/implications The use of dialogic communication through website analysis could be prone to misrepresentations and data exaggeration from organizations. However, this limitation was mitigated by focusing on Fortune Global 500 MNEs, which are reputable global corporations. Practical implications Dealing with and coping with the uncertainties created by COVID-19 presents MNEs with valuable capabilities and experience in handling future global viral diseases when they inevitably occur. Originality/value Unlike previous shocks, COVID-19 had an immeasurable global disruption to MNEs’ business operations. Evidence was found that MNEs could remain resilient by using DCs in response to uncertainties amid an exogenous shock. It makes a theoretical contribution by extending what was previously known about DCs, uncertainties and exogenous shocks.

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Section: Ribs 331mentioning

confidence: 99%

Section: Theoretical Background and Research Questionsmentioning

confidence: 99%

COVID-19 uncertainties, dynamic capabilities and the strategic response of multinational enterprises

Olarewaju

Ajeyalemi

2023

RIBS

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“…According to Calabro et al [16], the challenges of the business field following the pandemic were greater in terms of operational management to make it more efficient and better-managed. According to McKinsey Digital's survey, pandemics have generated new vulnerabilities for-as well as new opportunities from-future disruption [17].…”

Section: Future Business Education Opportunities and Challengesmentioning

confidence: 99%

The Design of Future Business Education: Post-pandemic Challenges and Opportunities

Harti¹

2023

Advances in Social Science, Education and Humanities Research

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The Covid-19 pandemic crisis has posed profound challenges to higher education's ability to adapt to rapid and considerable changes. This paper aims to investigate the opportunities and challenges that this new situation post-pandemic brings to society, particularly the field of business education; and the business learning strategies relevant to the current and future business culture. Moreover, the outbreak acted as a wake-up call, possibly propelling previously conservative business schools toward more sustainable, innovative, and critical thinking, also socially aware. A quantitative descriptive approach is proposed to analyze and discover business learning strategies relevant to present and future business contexts, implementation of digital business, business challenges, and business education opportunities. The author argues that after the pandemic, it will be more relevant if lectures for business learning are delivered in a hybrid manner. The finding shows that in the future, practice is preferred to take precedence over theory in the implementation of both conventional and digital business learning. Digital applications mastery, and wisdom in the use of digital technology is also found to be very important for both the present and future. Additionally, business education is still relevant today and in the future to both generate and get absorbed in employment. The study suggests that universities need to adopt a more flexible approach to teaching business students how to handle uncertain futures in order to prepare them for the rapid social and economic changes brought on by the unprecedented global Covid-19 crisis.

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“…, 2023; Surdu et al ., 2018, 2019). In certain situations, and especially if we consider the current changed scenario due to the effects of the pandemic (Calabrò et al. , 2022) and the geopolitical frictions in different parts of the world that are causing disruptions in global value chains, companies can choose to de-internationalize by reducing the intensity and scope of their international activities or by withdrawing from foreign markets before they decide to re-internationalize by increasing their international activities or by re-entering foreign countries.…”

Section: Introductionmentioning

confidence: 99%

Business families do it differently! Navigating cycles and waves of family firm internationalization

Calabrò

Mayrhofer

Valentino³

2023

IJEBR

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PurposeThis paper aims at extending the debate on family firm internationalization by identifying cycles and waves of their internationalization processes with a specific focus on de-internationalization and re-internationalization.Design/methodology/approachBuilding on the Uppsala model and the resource-based view, this study analyzes the cycles and waves of internationalization of 26 German family firms in the Chinese market. Semi-structured interviews with top managers of the selected case firms were conducted, and secondary sources were used to triangulate the collected data.FindingsThe findings highlight the heterogeneity of family firm internationalization processes. Indeed, some family firms follow the sequential approach of the Uppsala model, while others choose to de-internationalize and then re-internationalize their activities. Their cycles and waves of internationalization can be explained by internal and external triggers.Originality/valueThis article contributes to the family firm internationalization literature by investigating how family firm characteristics and environmental factors shape internationalization, de-internationalization and re-internationalization paths. The novel findings enrich theoretical assumptions on family firm internationalization and highlight their varying internationalization processes, which can be explained by firm-specific characteristics, notably their unique family resources and socioemotional wealth, and contextual factors.

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Family-owned multinational enterprises in the post-pandemic global economy

Cited by 26 publications

References 100 publications

COVID-19 uncertainties, dynamic capabilities and the strategic response of multinational enterprises

COVID-19 uncertainties, dynamic capabilities and the strategic response of multinational enterprises

The Design of Future Business Education: Post-pandemic Challenges and Opportunities

Business families do it differently! Navigating cycles and waves of family firm internationalization

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