Planned Marketing Adaptation and Multinationals' Choices Between Acquisitions and Greenfields

International marketing studies have extensively examined the antecedents of firms' marketing standardization/ adaptation decisions. However, it is unclear whether such decisions, once planned, codetermine the choice between buying and building foreign subsidiaries. Analyzing a sample of 150 foreign entries by Dutch firms, the authors find that the level of marketing adaptation planned for a wholly owned subsidiary is positively related to the likelihood that the subsidiary will be established through an acquisition rather than through a greenfield investment. Moreover, the authors find substantial evidence that this positive relationship is stronger for firms that (1) are establishing relatively larger subsidiaries, (2) have less experience with the industry entered, or (3) are entering less developed countries. The findings show that firms pursuing higher levels of marketing adaptation assign more value to the marketing adaptation advantages of acquisitions over greenfields, especially if the risks associated with implementing the planned adaptation level are high. In addition, firms typically strive for a fit between their international marketing strategy and their mode of foreign establishment. (authors' abstract

Pragmatism over principle: US intervention and burden shifting in Somalia, 1992–1993

The conventional wisdom about the 1992 US intervention in Somalia is that it was a quintessentially humanitarian mission pushed by President George H. W. Bush. This article challenges that interpretation, drawing on newly declassified documents. The Somalia intervention, I argue, was largely a pragmatic response to concerns held by the US military. In late 1992, as the small UN mission in Somalia was collapsing, senior American generals worried about being drawn into the resulting vacuum. Hence they reluctantly recommended a robust US intervention, in the expectation that this would allow the UN to assemble a larger peacekeeping force that would take over within months. The intervention ultimately failed, but the military learned useful lessons from this experience on how to achieve smoother UN handoffs in the future and thus effectively shift longer-term stabilisation burdens to the international community.Open access publication was made possible by an EC Career Integration Grant

Trust in food supplies: Assuring quality, sustainability, price and availability

© 2018 selection and editorial matter, Rosalind H. Searle, Ann-Marie I. Nienaber and Sim B. Sitkin; individual chapters, the contributors. Declining trust between citizens and the public sector has been high on the public agenda for quite a while now. Such declining trust and sometimes even increasing distrust has been related to issues such as the emergence of new political parties running on an anti-government sentiment, aggression of citizens towards civil servants, a low attractiveness of public employment, public organizations’ desire to demand ever more proof from citizens when taking decisions, or increased government surveillance. Such evidence of declining trust can be complemented by an almost equally substantial body of evidence of stable or increasing levels of trust. Examples are a desire to involve citizens in public decision-making, an absence of large-scale visible challenging of government decisions, and a move towards less coercive and more collaborative relations between the public sector and citizens.status: publishe

Distrust in the balance: The emergence and development of intergroup distrust in a court of law

Despite recent attention to trust, comparatively little is known about distrust as distinct from trust. In this paper, we drew on case study data of a reorganized court of law, where intergroup distrust had grown between judges and administrators, to develop a dynamic theory of distrust. We used insights from the literatures on distrust, conflict escalation, and professional-organization relations to guide the analysis of our case data. Our research is consistent with insights on distrust previously postulated, but we were able to extend and make more precise the perceptions and behaviors that make up the elements of the self-amplifying cycle of distrust development, how these elements are related, and the mechanisms of amplification that drive the cycle. To help guide and focus future research, we modeled the process by which distrust emerges and develops, and we drew inferences on how it can be repaired

Implications for future directions in trust research

No abstract available

Cognitive Underpinnings of Institutional Persistence and Change: A Framing Perspective

We integrate the predictions of prospect theory, the threat-rigidity hypothesis, and institutional theory to suggest how patterns of institutional persistence and change depend on whether decision makers view environmental shifts as potential opportunities for or threats to gaining legitimacy. We argue that in the event that decision makers face ambiguity in their reading of the environment, they initiate decoupled substantive and symbolic actions that simultaneously accommodate the predictions of prospect theory and the threat-rigidity hypothesis

Introduction

No abstract available

Rethinking control and trust dynamics in and between organizations

Control and trust issues are at the heart of collaboration in and between organizations. In this introduction to the Special Issue (SI) on the control-trust dynamics, we first propose an integrative framework to take stock of the main themes discussed in both the micro and macro literature. We then contextualize how the papers in this issue flesh out key mechanisms underlying the interplay between control and trust over time. The remainder of the introduction highlights directions for future research by refining and extending our understanding of control and trust as mechanisms of collaboration across levels of analysis. Our future research suggestions are organized around the main building blocks of control-trust research: (1) constructs, (2) interactions, (3) actors, (4) temporal dynamics, (5) outcomes, and (6) context

Introduction

No abstract available