Index. Note: The letters f, n and t following the locators denote figures, notes and tables respectively.

Transcription

1 Index Note: The letters f, n and t following the locators denote figures, notes and tables respectively. acquisitions knowledge; institutional distance, 141 2; protectiveness, 141; relational capital, 142 by Indian firms: 84 acquisitions, 81; data on, 86; in eco-political alliances, 81t; share of the G20, 81 Africa, FDI and T&K transfer issues absorptive capacity/education, technical training/ R&D, 228 corruption, 225 6; effect of, 226; elements of, 226 empirical literature, ; corruption/ transparency, ; low level of education, 229; technology gap between SSA and OECD, 229 FDI, increase in productivity and economic growth, 223 HRD, knowledge management and T&K transfer, 226 7; concept of OL, KM and OD, 226; knowledge-based view (KBV) models, 227; organizational development (OD), 226; organizational learning (OL), 226; traditional models of T&K transfer, 227 implications, 230 1; education and infrastructure, 231; FDI with skills development policies, 232; tax revenues and employment, 233; T&K transfer determinants, 233 technology transfer and knowledge transfer, 224 5; formal and informal institutions, 225; institutional theory, 225; institutional voids, 225; knowledge management (KM) system, 225 T&K transfer: determinants, 233; exploratory model, 230f; international, 222 3; through foreign firms, 224 World Economic Forum (2011), Africa Competitiveness Report, 229 Augmented Dickey Fuller and Kwiatkowski unit root tests, 25 6 beneficial constraints, 38 BG/INV phenomenon, 240 3, 254, 256 bifurcated production system, 162 born-again globals, 95, 105, 106, 108 born globals (BG), 239 accelerated internationalization behaviour, 96 firms, 109n1 knowledge-intensive, 97 business network, 173, 183, 194 CARS 21 process, 67, 73n9 Centre of Higher Education Policy (CHET), 229 China Credit Information Service (CCIS), 143 cluster life cycles, 242 3, 245 8, 256n1 clusters as habitats for entrepreneurship, 242 Coasian transaction costs, 13 co-evolutionary perspective, 248, 256 collective learning, 242 Commonwealth, 4, 5, 79, Company details, 109n6 comparative capitalism, 3, 20, 35 40, 38, 46, 48 9 consensus-based institutional systems, 19 consumer price index, 32n3 coordinated market economy (CME), 3, 19, 22 corporate governance, 3, 21, 22, 39, 43t Cronbach s α measure of scale reliability, 168 9, 168t cross-border acquisition, 82, 86 cross-border alliances and networks,

2 Index 261 cross-border knowledge acquisition absorptive capacity, cultural differences, 138 institutional distance, 138 9, knowledge protectiveness, 139, 141 literature review, process-dependent nature of knowledge acquisition, relational capital, 140, 142 research findings: measurement model assessment, 145 8; structural model assessment, research settings: confirmatory factor analysis, 146t 7t; data analysis, 145; data sources, 142 3; Global Information Technology Report, 142; latent construct correlations and discriminant validity, 147t; measures, 144 5; population and sampling procedure, 143; research context, 142; respondent profile, 143 4; structural model assessment, 148 9, 148t 9t cultural-embeddedness, 116, 127 decentralization of decision-making, defensive motivators, 60, 62 7, 71 domestic from international business, distinguishing, 72n3 domestic vs. foreign MNEs, eclectic OLI paradigm of Ownership, 55 emerging market MNEs (EMNEs), 14 EMS, see European Monetary System (EMS) entrepreneurial culture, 242 entrepreneurial dynamics within clusters, 243 entrepreneurial generations, 245, 248 environmental legislation in the EU, 56f, 57 environmental turbulence, 7, environmental uncertainty, 186 7, 191 European Monetary System (EMS), 22 European Union (EU), 22, 36, 54, 79, 254 Europe (Central and Eastern), impact of institutions on economic growth comparative capitalism perspective, 36 data and variable calibration: domestic bank credit, 40; domestic stock market capitalization, 40; FDI, 40; fuzzy-set analysis, 40; GDP growth rates, 40; raw data, 40 data used in analysis prior to transformation, 42t implications for future research, institutional voids, 35 6 methodology, 41 4; Boolean algebra, 41; causal conditions, 41 2, 42t; fsqca advantages, 44 research design: employment system, 40; fsqca, 39; issues of corporate governance, 39; regulations, 40; tertiary education, 40; transnational entities, 39 40; well-educated employees, 40 results: analysis of necessary conditions, 45t; high GDP growth rates, 48t; necessary conditions and functional equivalents, 44 5; sufficient conditions, 45 8, 48t; truth table and assignment, 47t rules of the game, 35 6 theoretical background: beneficial constraints, 38; comparative capitalism literature, 38; impact of market-supporting or hindering institutions, 37; managers personal networks, 37 8; ownership control, 37 8 exogenous shocks, 20 4, 26 experience-based entrepreneurship, 243 factor-proportion hypothesis, 82 family-owned businesses, 97 8 FDI, see foreign direct investment (FDI) financial crises of in East Asia, 24 first world, 12 fixed effects, 123 5, 130, 158 flatness, global disaggregation of value creation convergence, process of, 9 10, 9f haves and have-nots, 10 idea of flatness, 9 industrial revolution, 14 production and consumption, 10 sub-national clusters, progress of, 14 trade in activities: international trade, 11; locally based corporate entities, 11; local production and national innovation, 11; rich and poor countries, 12 trade in goods, 11 12; advances and innovations, 12; decline of spatial transaction costs, 12, 15n2, n5; global value chains, 12 13; implications of GVCs, 13 14

3 262 Index foreign direct investment (FDI), 5, 15, 36, 79, 157, 191, 222, 244 free trade between member nations, 80, 85 fsqca, see fuzzy-set qualitative comparative analysis (fsqca) fuzzy-set qualitative comparative analysis (fsqca), 39, 41, 44 G15, 4 5, 80 2, 85 91, 92n2 G20, 4 5, 80 91, 92n1 generalized method of moment (GMM), 125 geographical clustering, 157, 158 German institutional System econometric methods; Augmented Dickey Fuller and Kwiatkowski unit root tests, 25 6; data, 27 8; empirical results/discussion, 28 30; sample, 28; Zivot and Andrews unit root test, 26 7, 29t and exogenous shocks, 20 3; adaptive efficiency, 21 2; behaviour of MNCs, 20 1; EMS, 22; institutional influences, 21; Liberal Market Economies (LMEs), 22; reforms, 23; reunification, 22; structural breaks in outward FDI, 23; technology shocks, 23 German manufacturing FDI: domination of export industries, 24; focus on Western industrialized countries, 23 shock persistence of FDI, 31 studies on exogenous shocks, 24 5; financial crises of in East Asia, 24; Latin American debt crisis of the 1980s, 24; Mexican currency crisis of , 24; sunk costs, 24 5 Global Factory, 2, 82 3 globalfocusing, 95, 98t Global Information Technology Report, 142, 144 globalization, 106, 108, 110n7, 136, 157 8, 162, 184, 231, 234 global start-ups, 109n1 global value chains (GVCs), 12 13, 12 14, 13, 15n4, 79 fragmented production and intermediates trade, 13 implications, 13; Coasian transaction costs, 13; economic activities in home countries, 13; EMNEs, 14; knowledge spillovers from MNE subsidiaries, 13 modern value chain analysis, 12 reduced special transaction costs, 13 GMM, see generalized method of moment (GMM) GMM-IV, 132n1 haves and have-nots, 10 HCs internationalization strategies, analysis of 26 hidden champions firms, 104t born-again globals, 105, 106 Hidden Champions (HCs), 5, 95, , 98t, 102t, 103, 104t, 109t analysis of 14 major key independent studies reported on HCs, 99t 100t family-owned businesses, 97 8 HCs internationalization strategies, internationalization behaviour and entry modes of HCs, 101t model and Mittelstand characteristics, comparison of, 109t niche strategy, 98 old-fashioned entry modes, 100 HQ local embeddedness, 184 8, 191, 192f, 192t hub firms, 162 image, 64 6, 73n8 Indian MNEs within economic political alliances of nations acquisitions by Indian MNEs: 841 acquisitions, 81; in eco-political alliances, 81t; share of the G20, 81 country-specific linkages and MNEs: complementarities and synergies, 82; cross-border acquisitions benefits, 82; cross-national linkages, 83; economic political alliances, 84; Global Factory, 82 3; international groupings, 83; intra-commonwealth trade, 83; knowledge and connections of migrants, 85; knowledge hubs, 83; knowledgeintensive activities, 83; liability of foreignness, 84; North South trade among Commonwealth and the G20 nations, 83; nostalgic trade, 85; Overseas and Non-Resident Indian (NRI) population, 84 5; pool of resources and market access, 82; production facilities across borders, 82 cross-border alliances and networks, 79

4 Index 263 descriptive statistics, 89t economic political alliances among nations, 79 findings and discussion, free trade between member nations, 80 G15, 80 G20, 80 G7 and current G8 and G20 groupings, 80 G20 and the Commonwealth (North South cooperation), G15 (South South cooperation), 90 market size of the host country, 90 membership of the Commonwealth, 88 methodology: cultural distance, 87; data on foreign acquisitions by Indian firms, 86; distance factors, 86 7; host country-specific factors, 86; International Country Risk Guide, 87; non-trade linkages, 86; trade linkages, 86 political risk, 90 1 reasons for India as test case, 80 1 results, 88t industrial revolution, 2, 9, 10 11, 14 Industry and Technology Intelligence Service (ITIS), 143 industry-specific effects on internationalization, 176 institutional reality, 72n1 institutional voids, 35 6, 49, 225 International Country Risk Guide, 87 international groupings, 83 international new ventures (INV), 239 international strategies and orientations born globals: accelerated internationalization behaviour, 96; knowledge-intensive, 97 discussion and further research, HCs internationalization strategies, 103 5; analysis of 26 HCs firms, 104t; born-again globals, 105, 106 HCs model and Mittelstand, comparison, 109t Hidden Champions (HCs), , 98t; analysis of independent studies, 99t 100t; family-owned businesses, 97 8; internationalization behaviour and entry modes of HCs, 101t; niche strategy, 98; old-fashioned entry modes, 100 internationalizers, BGs and HCs, analysis and comparison, 102t literature review, 96 methodology, 103 niche strategy, 108t research questions, Uppsala model, 96; incremental internationalization process, 96 inter-state business, 72n3 intra-commonwealth trade, 83 inward FDI, role of, 244 Ireland s indigenous software industry cluster life cycles, 242 3; new venture internationalization at, 241, ; perspective, 245 8; stages, developments during, 246t 7t clusters as habitats for entrepreneurship, 242 collective learning, 242 entrepreneurial culture, 242 entrepreneurial dynamics within clusters, 243 experience-based entrepreneurship, 243 insights from clusters literature, internal resources and capabilities at inception, 240 Irish software cluster, case context: chronological account, 248; cluster life-cycle perspective, 245 8; co-evolutionary perspective, 248; entrepreneurial generations, 245; role of inward FDI, 244 knowledge and learning within clusters, method, 243 4; data sources, 244; revelatory case study, 243 RBV on new venture internationalization, 240 1; BG/INV phenomenon, 240; embodied resources and capabilities, 241; role of networks, 241; venture capitalists, 241 regional entrepreneurial environment in late 1990s, 240 see also new venture internationalization Ireland s National Software Directorate, 245 ITIS, see Industry and Technology Intelligence Service (ITIS) joint ventures, 96, 101t, 103, 138, 143 Kaiser Meyer Olkin measure of sampling adequacy, 164 see also service sector clustering and multinational enterprise (UK film and television)

5 264 Index knowledge acquisition process-dependent nature of, 140 2, 150 see also cross-border acquisition; cross-border knowledge acquisition knowledge and learning within clusters, knowledge-based view (KBV) models, 227, 242 knowledge hubs, 83 knowledge-intensive activities, 83, 130, 232 knowledge management (KM) system, 8, knowledge-sourcing innovation, 115 knowledge spillovers, 13, 242 knowledge transfer (KT), 85, 117, 125, 130, , 150, 164, 184, 189, 222, 224, 225, 230f see also Africa, FDI and T&K transfer issues labour market, 11, 22, 36, 41, 43t, 48, 159, 164, 168, 170, 175, 242, 250, labour market mobility, 168 language and location choice, common and shared language, advantages, communication and interaction facilities, cultural-embeddedness, 116 decentralization of power, 118 home and host country factors, 116 hypothesis, knowledge-intensive environment creation, knowledge orientation of the parent, 116 knowledge-sourcing innovation, 115 language difference, disadvantages, 117 reliance on a few language nodes, 117 translation services, 117 language on affiliates competence creation competence development of overseas affiliates, 114 competence generation (home and host countries do not share same language), 129t competence generation (home and host countries share the same language, 128t data, descriptive statistics, , 119t; same vs. different continent, 122t; same vs. different language, 121t; total factor productivity (TFP), 120 and location choice, see language and location choice results, 121 7; competence generation home and host countries do not share same language), 129t; competence generation (home and host countries share the same language), 128t; competence generation main results, 124t; cost of translation, 130; education beyond technical knowledge, 131; location choice and competence generation, 126, 126t; scatter plot of TFP of parent and affiliate, 123f; shared language, 131; systematic internal language training programme, 131 language training programme, 131 Latin American debt crisis of the 1980s, 24 liability of foreignness, 82, 84 6, 90 1, 158, 173, 177 Liberal Market Economies (LMEs), 22 LMEs, see Liberal Market Economies (LMEs) market hindering institutions, 37 Market Observation Post System (MOPS), 143 market-supporting institutions, 37 8, 49 media conglomerates, 162 Mexican currency crisis of , 24 Ministry of Economic Affairs (MOEA), 143 Mittelstand firms, 109n4, 109t MNCs, see multinational corporations (MNCs) MNC s subsidiaries, strategy diversity and interdependence data and method: data analysis, 205; data collection, 205; measurement of IR dimensions, 207t; measures, 205 differentiation and (co-)evolution, differentiation and local interdependence, 201 3; functional activities, 202 3; national subsidiary management, 202; strategy interdependence, 202 multi-level strategic choices: IR framework: globally integrated (G), 203; locally responsive (L), 203; multifocal (M), 203; quiescent (Q), 203; systemic roles of subsidiary and functional units, 204f propositions: evolution, 205; interdependence, 204 5

6 Index 265 subsidiaries and functional activities, 210f; among different subsidiary strategy types, 209t; among different subsidiary strategy types, IR dimensions, 211t 4t; within different subsidiary strategy types, 216t subsidiary and functional subunits, 200 1; global integration (I) and local responsiveness (R), 201; value-adding activities, 201 subsidiary strategy types, membership/characteristics, 208t unit of analysis: differentiation and interdependence, MNE-Government relations (EU and automotive industry) bargaining power literatures, 56 eclectic OLI paradigm of Ownership, 55 environmental legislation in the EU, 56f, 57 findings and discussion: business interest, 60, 61; civil society side, 69 70; defensive motivators, 60; information and communication, 60; key themes, 60; limitations, 71 2; market side, 60 5; positive motivators, 60; predictability and fairness, 60; state side, 65 9 market and non-market components., 55 methodology: case study approach using qualitative methods, 57; codes of companies and interviewees, 59; data/interview sources, 58; stakeholders, 58; triangulating MNE government relations, 58f; use of language, 59 political activities, 55 6 regulatory environment, 56 7 vehicle manufacturers, 57 MNEs and non-mnes, distinguishing, modern value chain analysis, 12 see also global value chains (GVCs) MOPS, see Market Observation Post System (MOPS) motivators defensive, 60, 62 7, 71 positive, 60, 64, 69, 71 Moving Image Society, 169 multi-level strategic choices: IR framework globally integrated (G), 203 locally responsive (L), 203 multifocal (M), 203 quiescent (Q), 203 systemic roles of subsidiary and functional units, 204f multinational corporations (MNCs), 19, 200, 222 NAFTA, see North America Free Trade Agreement (NAFTA) National Business Systems (NBS), 19 national subsidiary management, 202 NBS, see National Business Systems (NBS) network redundancy, 6, 7, 181 2, , see also redundancies in external relationships of multinational corporations new venture internationalization, 240 1, antecedents/origin/resource inheritance of BG software firms, 253t behaviour and paths, 250 BG/INV phenomenon, 240 at cluster life cycle, , 256n1 development of local VC industry, 254 dissimilar venture origins and, embodied resources and capabilities, 241 Enterprise Ireland ((EI) active support of software firms, 255 maturing labour market, 255 new venture origins and internationalization, profiles of leading software firms, 249t regional entrepreneurial environment, role of networks, 241 transformed region entrepreneurial environment, venture capitalists, 241 see also Ireland s indigenous software industry niche strategy, 95, 98, 101, 108t normative integration, North America Free Trade Agreement (NAFTA), 79 North South trade among Commonwealth and G20 nations, 83 nostalgic trade, 85 organizational context, 7, 149, 187, 190 organizational development (OD), 226 organizational learning (OL), , 149, 151, 226 Outward FDI, 3, 19 25, 27, 30 31, 80, 84, 89

7 266 Index Overseas and Non-Resident Indian (NRI) population, 84 5 ownership control, 37 8 political opportunities, 72n5 political risk, 4, 19, 54, 56, 72n5, 86 7, 90 1 positive motivators, 60, 64, 69, 71 principal axis factoring, 163 RATS6.01 statistical software, 32n4 RBV, see resource-based perspectives (RBV) redundancies in external relationships of multinational corporations decentralization of decision-making, 187 environmental context, environmental factors, 193t environmental turbulence, 192 environmental uncertainty, 191 HQ local embeddedness, 192 literature, 182 4; business network, 183; relational and structural embeddedness, 182; research on subsidiary embeddedness, MNC knowledge dispersion, 189 network redundancy; development of, 181, 184 5; to external local networks, 185f; HQ local embeddedness, 184; and MNC performance, 190; subsidiary local embeddedness, 185 normative integration, organizational context, 187 propositions, 186 research avenues, 196 research model, 186f subsidiary and HQ local embeddedness, differences, 192 regulatory environment, 41, 49, 56 7, 64 relational capital, 6, , 142, resource-based perspectives (RBV), rotated factor matrix, 165t service sector clustering and multinational enterprise (UK film and television) central London media cluster, 161 3; bifurcated production system, 162; economies of scale in programme production, 161 2; globalization, 162; hub firms, 162; location quotients in the audio visual industries, 161; media conglomerates, 162; strong narratives, 163 external connectivity, 159 FDI typology, 159 fixed effects, 158 general cluster advantages, 158 geographical clustering, 157 internationalization, 160 liability of foreignness, 158 methodology, 163; questionnaire survey, 163 MNE FDI/clusters interface, MNEs in cluster development, 158, 160 questionnaire survey, 163 results: Cronbach s α measure of scale reliability, 168 9, 168t; distinguishing MNEs and non-mnes, ; domestic vs. foreign MNEs, 173 5; industry-specific effects on internationalization strategies, 176; Kaiser Meyer Olkin measure of sampling adequacy, 164; Kaiser s criterion, 163; labour market mobility, 168; logit analysis, MNEs and non-mnes, 171t 2t; logit analysis, non-mnes, domestic and foreign MNEs, 174t 5t; principal axis factoring., 163; rotated factor matrix, 165t 7t; sum of square loadings, 168t; Varimax, method of rotation, 164 sources of superior performance, 159 specialized services, 159 stand-alone corporate portfolio investments, 160 small and medium-sized enterprises (SMEs), 5, 95, 160 societal triangle triangulating MNE government relations, 58f spatial transaction costs, 11, 12, 13, 14, 15n2, n5 stakeholders, 58, 64 5, 69, 73n9, n10 stand-alone corporate portfolio investments, 160 strategic alliances, 96, 100 2, 106, , 142 3, , 251 Strategic Management Journal, 98, 108, 109n3, n4 structural equation modelling (SEM) techniques, 5, 145 sub-national clusters, progress of, 14 subsidiary local embeddedness, sunk costs, 24, 30 technology and knowledge (T&K) transfer, 222, 225, 230 see also Africa, FDI and T&K transfer issues

8 Index 267 tertiary education, 40, 43t, 229, 231, 233 T&K, see technology and knowledge (T&K) transfer total factor productivity (TFP), 5, 120, 121 9, 226, 230 trade in activities: international trade, 11; locally based corporate entities, 11; local production and national innovation, 11; rich and poor countries, 12 in goods, 11 12; advances and innovations, 12; decline of spatial transaction costs, 12, 15n2, n5; global value chains, 12 13; implications of GVCs, traditional internationalizers, born globals and HCs, analysis and comparison, 102t transaction costs Coasian, 13 spatial, 11, 12, 13, 14, 15n2, n5 theories, 72n6 translation services, 117, 130 Uppsala model, 95 6, 96, 101, 105 6, 108 incremental internationalization process, 96 value-adding activities, 200 1, 217 value chain analysis, 12, 15n4 Varieties of Capitalism (VoC), 3, 19 Varimax, method of rotation, 164 venture capital(vc)/capitalists, 8, 240, 241, 255 Western industrialized countries, 23 World Economic Forum, 142, 224, 229 Zivot and Andrews unit root test, 26 7, 31n1 advantage, 26 estimationofanendogenoustimingof the break, 27