4 research outputs found

    Investigating dynamic capabilities, agility and knowledge management within EMNEs- longitudinal evidence from Europe

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    Purpose: This paper aims to analyse the impact of dynamic capability (DC) of emerging market multinationals (EMNEs) on their firm technological performance by teasing out the concepts of agility and knowledge management (KM) through DC. Design/methodology/approach: Evidence from this study is contextualised on EMNEs that operate in the UK, Germany and France. This study examines the investment in intangible assets which EMNEs use to develop their DC over the period 2005-2016 and how this leads to increased firm technological performance. Findings: Results show that higher investments in DC allow EMNEs to be more agile and gain competencies through KM and thereby sustain competitiveness in the three leading European countries. This research also identifies which EMNE groupings show greater technological performance and how such EMNE groupings are able to translate dynamic capabilities into greater technological performance compared to others over time. In summary, the role of DC during of the global financial crisis was also examined, where they are required to be more agile. Originality/value: This paper sheds light on a novel way and motivation of successful EMNEs in using developed host countries as a location for generating DC through agility and KM

    Unravelling processes of alliance capability development: Longitudinal processual insights from an emerging country multinational enterprise

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    Purpose: The purpose of this paper is to explore and unbundle the complex processes underpinning development of alliance capabilities, particularly in the context of emerging country multinational enterprises. More specifically, this paper focuses on how firms internalize and translate knowledge generated from experiences gained by participating in international collaborations. Design/methodology/approach: The authors adopt an exploratory case study approach to undertake in-depth processual analysis of alliance capability development in an Indian biopharmaceutical company. The authors focused their analysis on the initial four international alliances the company formed and identified key elements pertaining to alliance capabilities that the company internalized and those that it could not, as this was key in understanding alliance capability. Findings: The research shows that based on experiences from previous alliances, the Indian organization was able to overhaul its negotiation and governance designing processes and practices as well as made robust changes to its internal communication and coordination practices. Interestingly, the company organization, however, did not make any significant changes to its processes and practices regarding partner selection. Practical implications: The results from our study can be used by managers to develop processes and practices when it comes to developing alliance capabilities. Originality/value: The paper is novel, as it addresses two specific gaps in the nascent alliance capability literature. First, it provides insights on how different constituent elements/aspects of alliance capability actually develop and integrate within the organizational system over time, and in the process, the paper identifies that some aspects are better internalized as compared to other aspects. Second, by focusing the attention on an Indian biopharmaceutical company, the authors attempt to address a gap in alliance capability development research, which has been neglected in emerging country multinational entities

    The dance of power and trust-exploring micro-foundational dimensions in the development of global health partnership

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    The global health system has significantly evolved over the last 30 years, particularly since the UN Millennium Declaration in 2000. The transformation in global healthcare partnerships has been most visible in the area of neglected tropical diseases. Numerous strategic partnerships between different actors, including pharmaceutical companies, global and national health institutions and philanthropic organisations and disease specific foundations populate the landscape of neglected tropical diseases. Our research uses a rich longitudinal case study portraying ‘social change’ involving a tripartite public-private partnership formed to co-develop an affordable drug, for the treatment of malaria in Sub-Saharan Africa. By adopting a micro-foundational perspective, we analyse the strategic choices made by the Product Development Team in developing this drug and note the dynamic interplay between trust and power in underpinning the strategic choices by the Product Development Team as it co-evolved and adapted to institutional changes
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