From colonial empires to developing countries and on to emerging economies: the international expansion of the Dutch brewery Heineken, 1930–2010

Sluyterman, Keetie; Bouwens, Bram

doi:10.1080/17449359.2015.1029944

Cited by 9 publications

(4 citation statements)

References 18 publications

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“…Extant research explains how political support in colonies creates first mover advantages (Frynas et al, 2006). Prior to independence in 1949, Dutch firms entering Indonesia benefitted from a ‘politically sympathetic environment’ (Sluyterman and Bouwens, 2015, p. 105) in which the colonial government had, at least partially, recreated its own administration and institutions. However, post‐independence, Dutch assets were nationalized, and expatriates sent home.…”

Section: Research Setting and Approachmentioning

confidence: 99%

A Blessing and a Curse: Institutional Embeddedness of Longstanding MNE Subsidiaries in Emerging Markets

Roell

Arndt

Kumar

2022

J Management Studies

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This article examines the institutional strategies of multinational enterprises (MNEs) operating in an emerging market, drawing attention to how longstanding foreign subsidiaries proactively negotiate their involvement with socio‐political actors. We build on institutional logics to explain how MNE subsidiaries develop sustained political, cultural, and cognitive embeddedness. Using an inductive, interpretive study of four century‐old Dutch MNE subsidiaries with a colonial legacy in Indonesia, we examine these three dimensions of the institutional environment, finding that local employees embedded in both the MNE and the host country sets of logics ‒ rather than expatriate managers ‒ most effectively facilitated sustained institutional embeddedness. Our findings also suggest that embedding practices in host institutional contexts and developing structures that align with host institutional expectations provided a platform for the unfolding of institutional strategies by local employees. However, MNE subsidiaries face contrasting logics between home and host country institutions, placing significant strains on MNEs’ ability to enact change.

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Section: Research Setting and Approachmentioning

confidence: 99%

A Blessing and a Curse: Institutional Embeddedness of Longstanding MNE Subsidiaries in Emerging Markets

Roell

Arndt

Kumar

2022

J Management Studies

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“…Several historical and recent cases demonstrate how MNE subsidiaries can suffer from weak property rights. For instance, in 1965 the Indonesian Heineken subsidiary Bintang Beer was placed under control of the Indonesian government (Sluyterman & Bouwens, ), and in 2012, the Argentinian government confirmed the expropriation of the Argentine subsidiary YPF from the Spanish company Repsol (Costamagna et al, ). The existence of political risk insurance for MNEs demonstrates that these are not isolated cases (Jensen, ).…”

Section: Employees' Evaluations Of Esop Participationmentioning

confidence: 99%

Employee participation in employee stock ownership plans: Cross‐level interaction effects of institutions and workgroup behavior

Oehmichen

Wolff

Zschoche

2017

Human Resource Management

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In this multilevel study, the authors investigate the influence of country‐level formal institutions and workgroup behavior on foreign subsidiary employees' participation in employee stock ownership plans (ESOPs). Based on the perspectives of bounded rationality, transaction cost theory, and psychological ownership, the authors argue that weak formal institutions restrain multinational enterprises from effectively implementing ESOPs due to reduced employee participation. However, the authors expect that workgroup behavior—more specifically, the participation of the workgroup's members and superiors in ESOPs—has a positive influence on employees' ESOP participation. Furthermore, the authors analyze whether cross‐level effects of institutions and workgroup behavior function as substitutes or complements. They empirically examine the ESOP participation of 185,291 foreign subsidiary employees in 28 countries. The results confirm the hypotheses about direct effects of weak institutions and workgroup behavior and additionally provide support for a complementary relationship between institutions and workgroup behavior.

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“…Contemporary international business (IB) literature has attempted to explain the legacies of colonisation in some African countries. Broadly, the streams covered, though not in great detail, include the role of multinational companies (MNCs) in the preservation of the colonial agenda in the continent (Adams et al , 2018), return on investment during the colonial era (Buelens and Marysse, 2009), internationalisation strategies in colonies (Sluyterman and Bouwens, 2015), the economic legacies of colonisation (Jones, 2013; Wietzke, 2015) and development of institutions (Adams et al , 2018; Bennett et al , 2017; Buelens and Marysse, 2009; Sluyterman and Bouwens, 2015). Whilst these pieces of research have been essential, there is scope for further studies.…”

Section: Introductionmentioning

confidence: 99%

“…This research makes contribution to the literature in two different ways. First, it adds a different dimension to the body of literature revisiting and monitoring trade between former colonisers and colonies (Adams et al , 2018; Austin and Uche, 2007; Bennett et al , 2017; Beraho, 2007; Buelens and Marysse, 2009; Head et al , 2010; Jones, 2013; Makino and Tsang, 2011; Milhomme, 2004; Sluyterman and Bouwens, 2015). We examine the role of country of origin agglomeration (pull effect of existing the UK companies in Ghana) and institution factors (similarity of formal and informal rules in the host country because of past colonial ties) (White III et al , 2015) to understand the extent to which they are relevant to the UK FDI in Ghana.…”

Section: Introductionmentioning

confidence: 99%

The effect of colonial legacies on Africa’s inward FDI: the case of UK FDI in Ghana

Osei

Omar

Joosub

2020

cpoib

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Purpose The purpose of this paper is to examine the role colonial ties play in attracting foreign direct investment (FDI) to Ghana, several years after the official end of colonisation in the African continent. Colonisation left behind legacies of institutional framework, social ties and remnants of companies of colonial masters, which could potentially offer contemporary businesses from home countries the benefits of country of origin agglomeration. Design/methodology/approach This paper uses sequential explanatory mixed research design through 101 questionnaires and 8 interviews from the UK companies with FDI in Ghana. This approached enabled the initial quantitative results to be explored further through the qualitative data. Findings Colonial ties have limited influence on contemporary flow of FDI to Ghana, in spite of the institutional legacies between former colonisers and colonies. Majority of UK companies are influenced by agglomeration opportunities in general rather than country of origin agglomeration. However, country of origin agglomeration remains important to over a third of the companies surveyed. Research limitations/implications The sample was taken from the non-extractive industry in Ghana, and caution must be applied in generalising the findings. However, some universal issues concerning agglomeration and institutions are discussed. Originality/value Although there has been some research on colonial history and its impact on FDI in Africa, existing knowledge on bilateral relations is rather limited. Unlike previous studies, this research provides depth by examining colonial influence on FDI between two countries, using two key concepts: country of origin agglomeration and institutions. It provides UK companies with contemporary views to consider when exploring FDI opportunities in Ghana, particularly in relation to the effects of the colonial history. It also provides investment promotion agencies with empirical results on the importance of various forms of agglomeration and institutions for FDI attraction.

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From colonial empires to developing countries and on to emerging economies: the international expansion of the Dutch brewery Heineken, 1930–2010

Cited by 9 publications

References 18 publications

A Blessing and a Curse: Institutional Embeddedness of Longstanding MNE Subsidiaries in Emerging Markets

A Blessing and a Curse: Institutional Embeddedness of Longstanding MNE Subsidiaries in Emerging Markets

Employee participation in employee stock ownership plans: Cross‐level interaction effects of institutions and workgroup behavior

The effect of colonial legacies on Africa’s inward FDI: the case of UK FDI in Ghana

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