How and when do exporters benefit from an international adaptation strategy? The moderating effect of formal and informal institutional distance

Gao, Jie; Wang, Tao; Jia, Yu; Wang, Cheng Lu

doi:10.1108/imr-01-2021-0007

Cited by 17 publications

(7 citation statements)

References 84 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…To check for response bias, an independent samples t -test was conducted to compare whether there were systematic differences between the gender, age, education, and other control variables of participants who left the study after the three-stage survey and those whose responses were retained. The results indicate that there was no significant difference [ 51 , 52 ] between the two types of samples for each variable ( p > 0.05).…”

Section: Studymentioning

confidence: 88%

Managing the value Co-creation of peer service providers in the sharing economy: The perspective of customer incivility

Jia,

Chen,

et al. 2023

Heliyon

Self Cite

View full text Add to dashboard Cite

Section: Studymentioning

confidence: 88%

Managing the value Co-creation of peer service providers in the sharing economy: The perspective of customer incivility

Jia,

Chen,

et al. 2023

Heliyon

Self Cite

View full text Add to dashboard Cite

“…Therefore, in the process of entering a new overseas market, the difficulty of obtaining the legitimacy of an overseas subsidiary will be higher than the situation with a larger distance from the formal system, because it is difficult for the subsidiary to obtain legitimacy by improving its conditions. At this time, obtaining legitimacy is the first goal that enterprises will take into account [ 44 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

How do creative assets affect overseas market entry modes of enterprises– the moderating role of internal and external factors

Wang,

Tao,

Cui

et al. 2024

PLoS ONE

View full text Add to dashboard Cite

In the process of transnational investment management, the choice of entry mode is one of the key decisions, and creative assets will affect the choice of overseas market entry mode. However, few studies have analyzed how creative assets affect firms’ overseas market entry patterns. This paper takes 480 overseas investment data of 134 Chinese listed enterprises from 2012 to 2019 as research samples and uses the Logistic model to study the influence of creative assets owned by enterprises on their choice of the joint venture and wholly owned modes. At the same time, we examine the formal and informal institutional distance between home and host countries, and the moderating effect of firms’ own experience in the process of model selection. In addition, using the fuzzy-set qualitative comparative analysis (fsQCA) from the perspective of configuration to explore the different paths of overseas market entry mode. The research results indicate that marketing intensity and technical intensity of enterprises have a positive and significant impact on overseas investment patterns, that is, higher marketing intensity or technical intensity will prompt enterprises to preferentially choose wholly-owned mode. Formal institutional distance and experience can moderate the relationship between creativity and investment mode to some extent, while informal institutional distance has no significant moderating effect on creative assets and investment mode. Three configurations can induce firms to choose the wholly-owned mode, and only one configuration can induce firms to choose the joint venture mode. This study lays a theoretical foundation for enterprises to enter the overseas market.

show abstract

“…First, we controlled for contract utilization because it is believed to constrain opportunism by increasing the marginal cost of guilty behavior (Crosno et al, 2021;Pang et al, 2023;Samaha et al, 2011). Second, we controlled for exporter age, size and ownership (1 ¼ state-owned and 0 ¼ otherwise), which may determine firms' decision-making (Boyd and Solarino, 2016;Gao et al, 2022;Wang et al, 2022;Yang et al, 2012). Third, as exchange characteristics may influence the efficacy of governance (Liu et al, 2009;Liu et al, 2023), we controlled for relational length, asset specificity, transaction frequency and relational norms (Heide, 1994;Liu et al, 2009;Poppo and Zenger, 2002;Williamson, 1985;Yang et al, 2012).…”

Section: Measurementmentioning

confidence: 99%

“…Fourth, previous studies (Zhou and Xu, 2012) have indicated that institutional factors shape channel participants' strategic decisions. Thus, we controlled for formal institutional distance, and geographic distance (Berry et al, 2010;Fainshmidt et al, 2014;Gao et al, 2022;Zhang et al, 2023;Zhang et al, 2023). Additionally, we controlled for the impact of the industry.…”

Section: Measurementmentioning

confidence: 99%

The effect of cultural differences on the relationship between contract governance and opportunism

Wang

Han

Yang

et al. 2023

EJM

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this study is to determine the dimensions of cultural differences, which are theoretically most relevant to contract functions in international marketing. Moreover, the contradiction between contract governance and opportunism is reconciled by exploring the boundary conditions of specific cultural differences. Design/methodology/approach The authors obtained 235 bilateral data provided by Chinese exporters and overseas distributors. The authors matched a secondary data set with the questionnaire data, which were analyzed by confirmatory factor analysis and a hierarchical moderation model. Findings The results demonstrate that while contract specificity is less successful in this area, contingency adaptability is useful in reducing opportunism. Moreover, as the national cultural differences regarding uncertainty avoidance, power distance or individualism-collectivism become more pronounced. One contractual dimension will be more effective at curbing opportunism, while the other will be less effective. Research limitations/implications Despite sample limitations, to the best of the authors’ knowledge, this paper is the first to theoretically identify the effect of cultural difference dimensions in contract governance, unlike past studies taking cultural differences as an aggregated variable. Furthermore, by exploring the boundary conditions of cultural differences, this paper effectively reconciles the conflicting findings on the relationship between contract governance and opportunism in various cultural context. Practical implications Exporters’ managers can design contingency adaptability to complement the limitations of contract specificity and consider cultural differences’ contingency effects. Originality/value First, the authors identify cultural differences dimensions related to contract governance, refining and emphasizing the research context. Second, comparing the efficacy of contract specificity and contingency adaptability in specific cultural context can show which contract is better at preventing opportunism.

show abstract

How and when do exporters benefit from an international adaptation strategy? The moderating effect of formal and informal institutional distance

Cited by 17 publications

References 84 publications

Managing the value Co-creation of peer service providers in the sharing economy: The perspective of customer incivility

Managing the value Co-creation of peer service providers in the sharing economy: The perspective of customer incivility

How do creative assets affect overseas market entry modes of enterprises– the moderating role of internal and external factors

The effect of cultural differences on the relationship between contract governance and opportunism

Contact Info

Product

Resources

About