Corporate Social Responsibility: The Efficacy of Matched Between Not-For-Profits and Multinational Enterprises in Developed and Emerging Markets

Responding to Pope Francis’s appeals in Laudato si’ and to societal pressures, multinational enterprises (MNEs; Dunning, 1977) are increasingly searching for ways to structure demands for corporate social responsibility (CSR). Previous literature, however, suggests that the positive effects of CSR initiatives are not certain; moreover, alliance-based CSR remains an understudied area. Therefore, we propose a model based on a “matched” alliance approach to increase the efficacy of, and positive response to, CSR initiatives. We argue that MNEs increase the legitimacy and/or business-process efficiency of CSR initiatives by partnering with not-for-profit (NFP; Schwenk, 1990) organizations in alliances that “match” common objectives with complementary capabilities, which in turn results in positive responses to CSR initiatives. We propose that CSR activities from the following matched alliances will result in more positive media coverage: between MNEs and NFPs, between a local MNE and local NFPs (vs. a foreign MNE and local NFPs), and between local MNEs and NFPs in an emerging (vs. developed) market. Our case and media-intensity analyses for Walmart’s Katrina Assistance, Infosys’s Campus Connect, and Unilever’s Project Shakti span matched alliances between local and foreign MNEs in emerging and developed markets. Our findings document positive media coverage surrounding CSR initiatives whenever MNEs partner with matched local NFPs. In addition, positive media coverage is more for local rather than foreign MNEs, and for CSR initiatives in emerging, rather than developed, markets

Alliance-based new product development success: The role of formalization in exploration and exploitation contexts

Purpose: Although alliances offer tremendous strategic potential, firms still struggle to successfully manage new product development alliances (NPD alliances). A prominent explanation for this is the institutional economics' view (see Williamson 1985) that, in general, a key disadvantage of alliances versus vertical integration is that administrative control mechanisms are weaker. Here, a key control mechanism is formalization (the use of explicit rules to govern business activities). However, regarding formalization's influence on both NPD and alliance performance, conceptual views and empirical findings are mixed, which suggest that unexamined variables moderate formalization's influence on NPD performance. Therefore, it is surprising that there is no research on whether formalization's influence differs in alliances pursuing an NPD exploration strategy versus an NPD exploitation strategy because both (1) require varying levels of freedom of action and adherence to procedural rules to achieve success, and (2) are extensively employed in NPD. Further, there is also surprisingly little intrafirm NPD and non-NPD alliance research on formalization in exploration and exploitation contexts because here as well formalization's influence on performance (1) is central, and (2) differs based on the project's innovative and learning intent. The purpose of this research is to begin to close important literature and industry practice knowledge gaps about formalization's influence on NPD alliance performance in exploitation versus exploration strategic contexts. Originality, value, and contribution: This research is the first examination ever of two key NPD strategies—exploration and exploitation—in an NPD alliance context. The research sheds light on conflicting views about formalization's NPD performance-enhancing and inhibiting aspects, and offers implications for industry best practices. Methodology/approach: Empirical examination of survey data from 151 NPD alliances via hierarchical regression and tests of group moderation. Findings: Results shed light on when and why formalization moderates the influence of key fundamental alliance success mechanisms on NPD alliance performance based on strategic context

La responsabilidad social corporativa: La eficacia de alianzas emparejadas entre organizaciones sin ánimo de lucro y empresas multinacionales en mercados desarrollados y emergentes

Responding to Pope Francis’s appeals in Laudato si’ and tosocietal pressures, multinational enterprises (MNEs; Dunning, 1977) areincreasingly searching for ways to structure demands for corporate socialresponsibility (CSR). Previous literature, however, suggests that the positiveeffects of CSR initiatives are not certain; moreover, alliance-based CSRremains an understudied area. Therefore, we propose a model based ona “matched” alliance approach to increase the efficacy of, and positiveresponse to, CSR initiatives. We argue that MNEs increase the legitimacyand/or business-process efficiency of CSR initiatives by partnering withnot-for-profit (NFP; Schwenk, 1990) organizations in alliances that “match”common objectives with complementary capabilities, which in turn results inpositive responses to CSR initiatives. We propose that CSR activities fromthe following matched alliances will result in more positive media coverage:between MNEs and NFPs, between a local MNE and local NFPs (vs. aforeign MNE and local NFPs), and between local MNEs and NFPs in anemerging (vs. developed) market. Our case and media-intensity analysesfor Walmart’s Katrina Assistance, Infosys’s Campus Connect, and Unilever’sProject Shakti span matched alliances between local and foreign MNEsin emerging and developed markets. Our findings document positivemedia coverage surrounding CSR initiatives whenever MNEs partner withmatched local NFPs. In addition, positive media coverage is more for localrather than foreign MNEs, and for CSR initiatives in emerging, rather thandeveloped, markets.Respondiendo a las llamadas del Papa Francisco en Laudato si’ y a las presiones de la sociedad, las empresas multinacionales (EMN) (en inglés: MNEs; Dunning, 1977) están buscando cada vez más maneras de estructurar las peticiones para la responsabilidad social corporativa (RSC). Sin embargo, los estudios previos indican que los efectos positivos de las iniciativas de RSC no son ciertos. Además, la RSC basada en alianzas sigue siendo un campo poco estudiado. Por lo tanto proponemos un modelo basado en alianzas “emparejadas” a fin de aumentar la eficacia de, y la reacción positiva a las iniciativas de RSC. Sostenemos que las EMN aumentan la legitimidad y/o la eficacia del proceso comercial de las iniciativas de RSC al asociarse con las organizaciones sin ánimo de lucro (OSAL) (en inglés: NFP; Schwenk, 1990) en alianzas que emparejan los objetivos comunes con capacidades complementarias que resultan en reacciones positivas a las iniciativas de RSC. Pensamos que las actividades de RSC de estas alianzas emparejadas resultarán en una cobertura mediática más positiva: entre las EMN y las OSAL, entre una EMN local y las OSAL locales (en comparación con una EMN extranjera y las OSAL locales), y entre las EMN y las OSAL locales en un mercado emergente (en comparación con uno desarrollado). Nuestro análisis de casos así como nuestro análisis intensivo de medios para el proyecto Katrina Assistance de Walmart, el Campus Connect de Infosys y el Project Shakti de Unilever abarcan las alianzas emparejadas entre las EMN locales y extranjeras en mercados emergentes y desarrollados. Los resultados de nuestro estudio muestran una cobertura mediática positiva para las iniciativas de RSC cuando las EMN se asocian con las OSAL locales emparejadas. Además, la cobertura mediática positiva es más para las EMN locales que las extranjeras, y más para las iniciativas de RSC en mercados emergentes que los desarrollados

Alliance-Based New Product Development Success: The Role of Formalization in Exploration and Exploitation Contexts

Purpose: Although alliances offer tremendous strategic potential, firms still struggle to successfully manage new product development alliances (NPD alliances). A prominent explanation for this is the institutional economics' view (see Williamson 1985) that, in general, a key disadvantage of alliances versus vertical integration is that administrative control mechanisms are weaker. Here, a key control mechanism is formalization (the use of explicit rules to govern business activities). However, regarding formalization's influence on both NPD and alliance performance, conceptual views and empirical findings are mixed, which suggest that unexamined variables moderate formalization's influence on NPD performance. Therefore, it is surprising that there is no research on whether formalization's influence differs in alliances pursuing an NPD exploration strategy versus an NPD exploitation strategy because both (1) require varying levels of freedom of action and adherence to procedural rules to achieve success, and (2) are extensively employed in NPD. Further, there is also surprisingly little intrafirm NPD and non-NPD alliance research on formalization in exploration and exploitation contexts because here as well formalization's influence on performance (1) is central, and (2) differs based on the project's innovative and learning intent. The purpose of this research is to begin to close important literature and industry practice knowledge gaps about formalization's influence on NPD alliance performance in exploitation versus exploration strategic contexts. Originality, value, and contribution: This research is the first examination ever of two key NPD strategies—exploration and exploitation—in an NPD alliance context. The research sheds light on conflicting views about formalization's NPD performance-enhancing and inhibiting aspects, and offers implications for industry best practices. Methodology/approach: Empirical examination of survey data from 151 NPD alliances via hierarchical regression and tests of group moderation. Findings: Results shed light on when and why formalization moderates the influence of key fundamental alliance success mechanisms on NPD alliance performance based on strategic context

Highly sensitive lineage discrimination of SARS-CoV-2 variants through allele-specific probe PCR

Tools to detect SARS-CoV-2 variants of concern and track the ongoing evolution of the virus are necessary to support public health efforts and the design and evaluation of novel COVID-19 therapeutics and vaccines. Although next-generation sequencing (NGS) has been adopted as the gold standard method for discriminating SARS-CoV-2 lineages, alternative methods may be required when processing samples with low viral loads or low RNA quality. To this aim, an allele-specific probe PCR (ASP-PCR) targeting lineage-specific single nucleotide polymorphisms (SNPs) was developed and used to screen 1,082 samples from two clinical trials in the United Kingdom and Brazil. Probit regression models were developed to compare ASP-PCR performance against 1,771 NGS results for the same cohorts. Individual SNPs were shown to readily identify specific variants of concern. ASP-PCR was shown to discriminate SARS-CoV-2 lineages with a higher likelihood than NGS over a wide range of viral loads. The comparative advantage for ASP-PCR over NGS was most pronounced in samples with cycle threshold (CT) values between 26 and 30 and in samples that showed evidence of degradation. Results for samples screened by ASP-PCR and NGS showed 99% concordant results. ASP-PCR is well suited to augment but not replace NGS. The method can differentiate SARS-CoV-2 lineages with high accuracy and would be best deployed to screen samples with lower viral loads or that may suffer from degradation. Future work should investigate further destabilization from primer-target base mismatch through altered oligonucleotide chemistry or chemical additives