In at the Deep End of Firm Internationalization

Directors’ human capital, firm strategy, and firm performance

“…They provide evidence that the CEOs' international experience is positively related to firm performance especially for firms with significant global exposure. Similarly, Kaczmarek and Ruigrok (2013) show that nationality diversity of top management teams is only beneficial in highly internationalized companies.…”

“…We consider diversification and internationalization which are two basic elements of a firm's strategy and include them as moderating effects in our analysis (see e.g., Beamish et al 1989;Chen et al 2009). In addition, both diversification and internationalization are often used as measures to account for a firm's complexity and are therefore commonly included as ordinary control variables (e.g., Markarian and Parbonetti 2007;Kaczmarek and Ruigrok 2013).…”

Foreign executive appointments: A multilevel examination

“…In literature on the globalization of MNEs it has been argued that the recruitment of foreign TMT members indicates a readiness to transform into truly global organizations (Bartlett & Ghoshal, 1989;Derr & Oddou, 1993;Prahalad & Lieberthal, 1998) and is a prerequisite to cope effectively with the global-local dichotomy (Ghemawat, 2011). Indeed, recent studies have shown that internationalization of TMTs is an important feature of the internationalization process and, under certain conditions, has a positive impact on MNE performance (Kaczmarek & Ruigrok, 2013;Nielsen, 2010;Nielsen & Nielsen, 2013;Schmid & Dauth, 2014).…”

“…In the evolving literature on TMT diversity, the findings of recent research suggest that TMTs comprising multiple nationalities are a potentially valuable resource (Kaczmarek & Ruigrok, 2013;Nielsen & Nielsen, 2013). At the same time, the antecedents of foreign TMT appointments remain a blind spot that limits our understanding of these findings.…”

A temporal perspective on the relationship between top management team internationalization and firms' innovativeness

“…In this regard, internationally seasoned top managers are considered to be particularly qualified to cope with the posed challenges (Nielsen & Nielsen, 2011). Consequently, firms have increasingly attempted to internationalize their TMTs (Hartmann, 2015;Staples, 2007) by adding foreign nationals to the TMT and/or appointing TMT members with international experience (Kaczmarek & Ruigrok, 2013). The internationalization of individuals may occur in many ways and comprises the experiences, knowledge, and mental models collected during times of international exposure, such as growing up in a foreign country, education or professional assignments abroad, or board mandates at foreign firms.…”