Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India

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.</p

Hybrid business offerings in small internationalisers: A mixed-method analysis of internal capabilities through hesitant fuzzy information

Purpose: In this research, the initial list of internal capabilities in small and medium-sized enterprises (SMEs) leading to success in international markets has been extracted. Then, the most relevant capabilities to international SMEs under servitisation and hybrid offerings have been screened. Next, the selected capabilities have been classified, and ultimately the relationship amongst the capabilities has been analysed. The conceptual model for SMEs participating in international markets with hybrid offerings has been illustrated. Design/methodology/approach: A literature review has been employed to extract the initial list of internal capabilities to address the research objectives. Then, a novel hesitant fuzzy Delphi (HFD) method has been developed to select the most relevant capabilities for SMEs for hybrid offerings in international markets by using the experts opinions. Subsequently, a novel hesitant fuzzy interpretive structural modelling (HFISM) has been developed to classify the capabilities, design a level-based conceptual model and present the relationship amongst the prominent capabilities. Findings: After the literature review, sixteen internal capabilities leading to success in the international market via hybrid offerings have been extracted. Then, eight selected capabilities were chosen for further investigation by applying 15 expert opinions and via the HFD approach. According to HFISM results, a level-based conceptual model was emanated, and “ability to take advantage of international opportunities”, “financial strength”, “technology level” and “efficient innovation management” were considered as the most fundamental capabilities resulting in successful hybrid offerings in international markets. Originality/value: Alongside the multi-layer decision-making approach developed in this manuscript to analyse the internal capabilities roles in hybrid offering success towards international markets, to the best knowledge of the authors, the hesitant fuzzy approaches developed in this article have not been previously presented by any other scholar. A novel HFD approach has been designed for consensus amongst the experts under uncertain circumstances. Furthermore, a novel HFISM has been suggested and employed in this research to comprehend the relationship amongst the internal capabilities

Origine et développement historique de la légitimité

International audienceLegitimacy is a multidimensional concept of great importnce for firms, especially when considering the environmental context. Its multidimensionality is based on the diversity of the audiences that confer it and on the different layers of the environment in which the firm operates. Each audience forms its own expectations and each level of the environment has its legitimacy dynamic. The main objectif of this article is to study the historical foundations of legitimacy that have led, different perspectives, and different pillars of legitimacy that are commonly accepted in the academic world, with a focus on the neo-institutional approach.La légitimité est un concept multidimensionnel qui est prépondérant pour les firmes, surtout si l'on prend en compte le contexte environnemental. Sa multidimensionalité est fondée sur la diversité des entités qui la confèrent et sur la multitude d'environnements au sein desquels la firme évolue. Chaque entité forme ses propres attentes et chaque niveau de l'environnement possède ses propres logiques de légitimité. Il est donc intéressant d'étudier les fondements historiques de la légitimité qui ont aboutit aux différents prismes, differentes perspectives, et différents piliers de la légitimité et qui sont communément acceptés dans le monde académique, notamment l'approche néo-institutionnelle

Legitimacy: The missing link in investigating the dynamics of entrepreneurial teams in successful Champagne houses

Prev. 2017 : février,International audienceWhile recent studies have emphasised the growing interest in entrepreneurial teams, a consensus regarding the benefits of entrepreneurial teams for newly created firms remains lacking. Consequently, legitimacy might represent the missing link in investigating entrepreneurial team dynamics. Legitimacy has been widely used in entrepreneurship research, although never in an entrepreneurial team context. The aim of this article is two-fold: 1) to examine the legitimating role of entrepreneurial teams within successful firms; 2) to investigate the different types of teams in the context of champagne houses. We examine six champagne houses and identify 23 entrepreneurial teams operating in them since their inception. We find that the size, composition and profile of the entrepreneurial team provide different types of legitimacy to champagne houses. This research provides an insightful contribution to the literature on entrepreneurial teams and legitimacy. In the wine context, it also highlights the role of such teams over time

Play it like Beckham! The influence of social networks on e-reputation: The case of sportspeople and their online fan base

International audienceIt takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently. - Warren Buffet Today, there are more than 3.2 billion Internet users globally (International Telecommunication Union, 2015), making them able to see whatever happens online. One of the major abilities of the Internet, beyond its mass communication technology dimension, is its bi-directionality (Dellarocas, 2003). The Internet allows firms to reach a very large audience at low cost and individuals to diffuse their personal thoughts, opinions and reactions, making them available to any Internet user (Dellarocas, 2003). Social media are global, open, transparent, non-hierarchical, interactive and real-time, and are completely shifting individuals’ behaviors and expectations (Dutta, 2010). Online social platforms are used by billions of people around the world, making them a genuine phenomenon. The leading social networks worldwide ranked by number of active users are: • Facebook (1.5 billion users), • WhatsApp (900 million users), and • QQ (860 million users) (Statista, 2016a). Almost two-thirds of American adults use social networking sites. 35% of 65-year-olds and older is doing the same. Such behavior has entirely rebuilt the way people get and share information about everything related to their every day’s life (Perrin, 2015)

Comment la légitimité peut-elle expliquer la performance des équipes entrepreneuriales?

International audienceno abstrac

The Influence of Organizational Status on Price and Legitimacy in the Bordeaux Wine Region

International audienceno abstrac

How French Wine Producers Use Open Innovation to Gain and Manage Their Legitimacy

First online November 2015 Compté en 2015International audienceWhile open innovation and legitimacy are two processes that redefine the boundaries between the firm and its surrounding environment, no study has so far bridged the gap between these two concepts. Herein, we analyze how innovation strategies on the continuum between closed and open innovations confer different types of legitimacy. Our empirical setting focuses on traditional industries characterized with long and established know-how transferred from generation to generation. The wine industry is pertinent as it went through major changes over the past 30 years and since innovation plays a major role. Over time, our results show that in the wine sector, closed innovation was used not only to gain legitimacy but also to protect the acquired legitimacy. Then, open innovation brought normative and cognitive legitimacy to maintain and protect legitimacy. The findings contribute to the neo-institutional approach of legitimacy. We also contribute on a better understanding regarding the balance between closed and open innovations

Reputation, Image, and Social Media as Determinants of e-Reputation: The Case of Digital Natives and Luxury Brands

International audienceAlthough the Internet represents great opportunities for businesses, some firms that are evolving in the luxury industry were initially reluctant to engage in digital activities. However, over the past few years, digital natives represent a main reason for these firms to start adopting online strategies. Specifically, reputation and image are inherent to the luxury industry, and with social media, they are considered the determinants of e-reputation. Using an online survey design, the authors find that the influence of reputation, image and social media on e-reputation differs based on the status of the luxury brand (traditional compared with modern) and that digital natives moderate these links