Organizational Evolution in the Interorganizational Environment: Incentives and Constraints on International Expansion Strategy

Martín, Xavier; Swaminathan, Anand; Mitchell, Will

doi:10.2307/2393676

Cited by 255 publications

(187 citation statements)

References 52 publications

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“…As EMNs são particularmente expostas às diferenças institucionais entre os países onde operam (Henisz & Delios, 2001;Kostova et al, 2008;Martin et al, 1998). Instituições fracas elevam os custos das operações, os riscos de ter parcerias nesses países, os custos para coletar informação sobre potenciais parceiros (D. Li & Ferreira, 2011;Kostova et al, 2008).…”

Section: Ambiente Institucional E As Emnsunclassified

“…Ou seja, para sobreviver e prosperar, as empresas necessitam ganhar legitimidade, que conseguem por meio de comportamento isomórfico (D. Li et al, 2012;DiMaggio & Powell, 1983;Haunschild & Miner, 1997;J. Meyer & Rowan, 1977;Lu, 2002;Martin et al, 1998). Em essência, isso significa imitar os agentes locais, utilizando as práticas institucionalizadas (Haveman, 1993).…”

Section: Ambiente Institucional E As Emnsunclassified

“…Pesquisa futura pode, ainda, buscar compreender, no quadro da teoria institucional, como as ações dos competidores e as estratégias que utilizam são imitadas, na procura da legitimidade (ver D. Li et al, 2012;Martin et al, 1998). Essa linha de pesquisa envolve os conceitos de mimetismo e isomorfismo, sugerindo que as empresas tendem a imitar outras que parecem estar bem-sucedidas (Haunschild & Miner, 1997;Henisz & Delios, 2001), num leque diverso de ações estratégicas, incluindo, previsivelmente, os modos de entrada.…”

Section: Investigação Futuraunclassified

“…As externas incluem as estruturas reguladoras, as agências governamentais, a opinião pública, leis e sistema legal, tribunais, grupos de interesse, profissões, cultura, regulação e economia (Scott, 2003). Ou seja, cada nova subsidiária é pressionada para ganhar legitimidade no país receptor, adotando um conjunto de normas, regras, procedimentos e relacionamentos, valores e estrutura organizacional que sejam ajustados aos requisitos institucionais dos locais (Lu, 2002;Martin, Swaminathan, & Mitchell, 1998). As pressões internas, em contraponto, evidenciam que cada subsidiária no estrangeiro precisa assumir normas, valores, práticas e procedimentos, esquemas e modelos organizacionais, etc., que estejam em conformidade com as normas internas da EMN (Davis, Desai, & Francis, 2000;Kostova & Roth, 2002;M.…”

Section: Introductionunclassified

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Abordagem Conceitual às Estratégias de Internacionalização sob Pressões Institucionais Duais para Legitimidade e Conformidade

Ferreira

Serra

2015

Rev. adm. contemp.

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Internacionalizar as operações requer que as empresas multinacionais (EMNs) desenvolvam estratégias capazes de lidar, simultaneamente, com as pressões institucionais externas, para a legitimidade, e as pressões institucionais internas, para a conformidade. Neste artigo conceitual e baseado na literatura de teoria institucional em negócios internacionais, desenvolve-se um conjunto de proposições teóricas sobre quais as estratégias de entrada nos mercados externos seguidaspelas EMNs face aosambientes institucionais. Com foco predominante no ambiente institucional externo e nas diferenças de desenvolvimento institucional, também aborda a relevância de considerar o ambiente interno. As estratégias de entrada tendem a ser baseadas em modos de baixo envolvimento e em parcerias, como jointventures, para entrar em países institucionalmente imaturos ou institucionalmente mais distantes.As aquisições e as parcerias podem ser usadas se as pressões institucionais forem menores. Conclui-se com uma discussão geral e o apontamento de questões para pesquisas futuras.

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Section: Ambiente Institucional E As Emnsunclassified

Section: Investigação Futuraunclassified

Section: Introductionunclassified

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Abordagem Conceitual às Estratégias de Internacionalização sob Pressões Institucionais Duais para Legitimidade e Conformidade

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2015

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“…The first account is that banks followed their customers. Just as vendors in the Japanese auto industry mirrored the locational choices of their major customers (Martin, Swaminathan, & Mitchell, 1998) Third, some observers have suggested that banks followed their competitors into particular markets. Banking folklore holds that Walter Wriston of Citibank was almost singlehandedly responsible for the globalization of American banking, and as we noted earlier, the vanguard banks found overseas banking highly profitable during the 1970s.…”

Section: Theoretical Considerationsmentioning

confidence: 99%

Industry consolidation and network evolution in U.S. global banking, 1986–2004

Neuman¹,

Davis²,

Mizruchi³

Network Strategy

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This paper analyzes the relations among bank mergers, changes in boards and their networks, and changes in the global footprint of merging banks. We examine all mergers involving U.S. banks with foreign branches between 1986 and 2004. We find that while the largest banks have become even larger through mergers, their boards have stayed roughly the same size with the same pattern of connections, leaving banks relatively less central in the intercorporate network. And while global banks previously had more globally-oriented boards, this is no longer the case, as the link between board networks and strategy has become more tenuous. Because global banks were particularly prone to merging, the average commercial bank in the U.S. is now far more domestically-oriented than firms in most other industries. American banks have thus become more domestic at the same time that the rest of American industry has grown much more global.In Advances in Strategic Management 25: 213-248.

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Complex Strategic Choices: A New Approach and Application to Foreign Firm Agglomeration

Salomon

Martín

2017

Global Strategy Journal

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Research summary: In this study, we introduce a new statistical technique to the field of strategy that accounts for complex interrelated decisions. The technique is meant for situations in which one strategic decision depends critically upon another-e.g., where companies must commit to one decision before making another. We demonstrate the value of the technique in the context of companies choosing countries in which to invest, followed by areas within those countries in which to locate their facilities. We then describe the generic benefits of the statistical technique, offer guidance for how to use it, and provide the programming code so that others can implement it. We explain how the technique is particularly well suited to problems in which companies must decide between multiple options and the sample size is small relative to the number of initial options.Managerial summary: Research in strategy and international business has increasingly adopted two-stage models to account for endogeneity. Established approaches, however, deal most effectively with problems characterized by binary first-stage models. We introduce an alternative that allows for multiple choices in the first stage. We use the technique to examine the agglomeration patterns of foreign firms, while accounting for country selection. We find that, conditional on country selection, foreign firms tend to agglomerate in host countries characterized by collectivist cultures, political uncertainty, and economic uncertainty. The results imply that host country characteristics exert a strong influence on the agglomeration preferences of foreign firms. We provide guidance on when to use the empirical estimation technique and furnish details of the estimation procedure so that others can apply the technique to a broader class of selection problems.

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Organizational Evolution in the Interorganizational Environment: Incentives and Constraints on International Expansion Strategy

Cited by 255 publications

References 52 publications

Abordagem Conceitual às Estratégias de Internacionalização sob Pressões Institucionais Duais para Legitimidade e Conformidade

Abordagem Conceitual às Estratégias de Internacionalização sob Pressões Institucionais Duais para Legitimidade e Conformidade

Industry consolidation and network evolution in U.S. global banking, 1986–2004

Complex Strategic Choices: A New Approach and Application to Foreign Firm Agglomeration

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