مقاله انگلیسی مبانی خرد چابکی استراتژیک در بازارهای در حال ظهور
Abstract
Keywords
Introduction
Theory and Hypotheses
Method
Results
Discussion, Implications, and Future Research
Reference
ABSTRACT
We propose the individual-level microfoundations of subsidiary CEOs in emerging markets as antecedents of the strategic agility of multinational enterprises, and subsidiary embeddedness as a key organizational-level moderator of these relationships. Combining quantitative data on subsidiary CEOs operating in India with qualitative interviews with Italian HQ counterparts, our results suggest that subsidiary CEOs’ tenure in emerging markets, along with their overall experience, affects MNE strategic agility positively. Similarly, CEOs’ cognitive characteristics - problem solving and reasoning, and language and communication skills (individual-level microfoundations) - affected strategic agility positively, while subsidiary embeddedness moderated these relationships in different ways, leaving space for fresh managerial and theoretical considerations.
Introduction
Strategic agility has been identified as a key success factor for firms (Doz & Kosonen, 2008a, 2008b; Doz & Kosonen, 2010) and relates to continuous adjustment and readjustment of an enterprise’s strategic directions in order to develop innovative methods to create value (Weber & Tarba, 2014) and retain flexibility without losing efficiency (Junni, et al., 2015), through a combination of dynamic capabilities, such as resource fluidity, strategic sensitivity, and collective commitment (Doz & Kosonen, 2010). For strategically agile organizations, being “both stable (resilient, reliable, and efficient) and dynamic (fast, nimble, and adaptive)” (Aghina, et al., 2015, p. 58) is even more important in emerging markets because of the fluid nature of institutional support, along with remarkably fast and unpredictable market changes (e.g., Elg, et al., 2017).