The interplay between subsidiary internal embeddedness and strategic options: evidence from top information technology multinational enterprises

Extending subsidiary embeddedness and strategy literature, we conceptualise the role of subsidiary ‘multiple’ internal embeddedness in determining different subsidiary strategic options. Building on the notion of ‘structural’ embeddedness found in prior research, we distinguish three levels of ‘internal’ subsidiary embeddedness (corporate, network, and self-reliant) using measures of hierarchy. We also identify three types of subsidiary strategy (horizontal integration, lateral integration, and diversification) in the context of information technology (IT) Multinational Enterprises (MNEs) to examine in-depth whether and how levels of internal embeddedness interacts and leads to distinctively different subsidiary strategies. Subsequently, we offer a conceptual model, at the subsidiary level, to illustrate how these relationships are interplayed, based on a sample of 1866 subsidiaries of the eight largest global IT MNEs across four continents (Europe, North America, Asia, and Africa). Subsidiary location is also found to be an important moderator of the interplay. Implications for future research on the relationship between multiple subsidiary internal embeddedness and subsidiary strategies are discussed and managerial implications are outlined

Climate change and COP26: Are digital technologies and information management part of the problem or the solution? An editorial reflection and call to action

The UN COP26 2021 conference on climate change offers the chance for world leaders to take action and make urgent and meaningful commitments to reducing emissions and limit global temperatures to 1.5 °C above pre-industrial levels by 2050. Whilst the political aspects and subsequent ramifications of these fundamental and critical decisions cannot be underestimated, there exists a technical perspective where digital and IS technology has a role to play in the monitoring of potential solutions, but also an integral element of climate change solutions. We explore these aspects in this editorial article, offering a comprehensive opinion based insight to a multitude of diverse viewpoints that look at the many challenges through a technology lens. It is widely recognized that technology in all its forms, is an important and integral element of the solution, but industry and wider society also view technology as being part of the problem. Increasingly, researchers are referencing the importance of responsible digitalization to eliminate the significant levels of e-waste. The reality is that technology is an integral component of the global efforts to get to net zero, however, its adoption requires pragmatic tradeoffs as we transition from current behaviors to a more climate friendly society

Big Data for the Greater Good: An Introduction

Big Data, perceived as one of the breakthrough technological developments of our times, has the potential to revolutionize essentially any area of knowledge and impact on any aspect of our life. Using advanced analytics techniques such as text analytics, machine learning, predictive analytics, data mining, statistics, and natural language processing, analysts, researchers, and business users can analyze previously inaccessible or unusable data to gain new insights resulting in better and faster decisions, and producing both economic and social value; it can have an impact on employment growth, productivity, the development of new products and services, traffic management, spread of viral outbreaks, and so on. But great opportunities also bring great challenges, such as the loss of individual privacy. In this chapter, we aim to provide an introduction into what Big Data is and an overview of the social value that can be extracted from it; to this aim, we explore some of the key literature on the subject. We also call attention to the potential ‘dark’ side of Big Data, but argue that more studies are needed to fully understand the downside of it. We conclude this chapter with some final reflections

Internet Gaming Disorder: compensating as a Draenei in World of Warcraft

The diagnosis of Gaming Disorder (GD) has been recently proposed in the beta draft of the 11th revision of the International Classification of Diseases (ICD-11) by the World Health Organization (WHO). This follows the inclusion of Internet Gaming Disorder (IGD), as a condition requiring additional research in the Diagnostic Statistical Manual for Mental Disorders (DSM-5), issued by the American Psychiatric Association (APA). Further research has been recommended to enhance understanding of excessive gaming, especially in the context of user-avatar (in-game figure representing the gamer) relationships. The association between selecting the Draenei race, compensation of real-life deficits through gaming, and the gamer’s gender were investigated as IGD risk factors among players of the online game, World of Warcraft (WoW). A normative online sample of WoW gamers (N = 404 Mage = 25.56; 13–75; males = 299; 74%) completed the Internet Gaming Disorder Scale–Short-Form (IGDS9-SF) and the compensation subscale of the User-Avatar Questionnaire. Regression, mediation, and moderated mediation analyses were conducted. Overall, players with higher levels of compensation exhibited greater levels of IGD symptoms. Interestingly, choosing the Draenei race was associated with increased compensatory behavior, which in turn linked to higher IGD risk. These associations were mildly stronger among females. Findings suggest that virtual demographics, such as the Draenei race, and their interplay with compensatory behaviors should be carefully considered when creating prevention and intervention policies targeting excessive gaming, especially when it involves the use of avatars

Big Data enabled organizational transformation:The effect of inertia in adoption and diffusion

Big data and analytics have been credited with being a revolution that will radically transform the way firms operate and conduct business. Nevertheless, the process of adopting and diffusing big data analytics, as well as actions taken in response to generated insight, necessitate organizational transformation. Nevertheless, as with any form of organizational transformation, there are multiple inhibiting factors that threaten successful change. The purpose of this study is to examine the inertial forces that can hamper the value of big data analytics throughout this process. We draw on a multiple case study approach of 27 firms to examine this question. Our findings suggest that inertia is present in different forms, including economic, political, socio-cognitive, negative psychology, and socio-technical. The ways in which firms attempt to mitigate these forces of inertia is elaborated on, and best practices are presented. We conclude the paper by discussing the implications that these findings have for both research and practice