This paper examines dynamic capabilities as a second-order construct and the antecedents and outc... more This paper examines dynamic capabilities as a second-order construct and the antecedents and outcomes of dynamic capabilities. Analyzing data collected from 242 tourism firms in Vietnam, this paper finds a positive influence of firms’ human capital, organizational learning, environmental dynamism, and digital marketing on the dynamic capabilities. Dynamic capabilities have a significant and positive impact on these firms’ competitive advantage. The paper contributes to ongoing efforts to measure dynamic capabilities and explore the micro-foundations of dynamic capabilities.
Cross-cultural competence of the PRC expatriate managers ABSTRACT Despite the surge in Chinese ou... more Cross-cultural competence of the PRC expatriate managers ABSTRACT Despite the surge in Chinese outward foreign direct investment (OFDI) in recent years, little is known about how Chinese firms manage their overseas operations after the entry of foreign markets. Considerable challenges, among which the inability of Chinese expatriates to manage overseas as the major one, expose Chinese firms to failure in investment and other negative outcomes in their internationalization. In this paper, we stress the importance of cross-cultural competence (CCC) of Chinese managers in the post-entry phase of Chinese OFDI, and propose a framework to examine the CCC issue from an individual perspective. Several important factors, which are included in personal attributes and personal skills, have been proposed to have positive influence on CCC of Chinese expatriate managers.
Across a number of disciplines, there is an ongoing call to better manage ethnic diversity. Busin... more Across a number of disciplines, there is an ongoing call to better manage ethnic diversity. Business practices today regularly include the placement of skilled managers in senior positions outside of their native environment, yet individuals often fail to embrace the ethnically diverse workplaces in which they find themselves. The aim of this study is to explore, based on recent extensions of social identity theory, how societal transformations in organisations affect employee perceptions and behaviour in relation to issues of ethnic diversity. The qualitative analysis reveals that 'implicit power: gender and race minority', 'powerlessness: lack of communication style and skills', 'freedom to be different', and 'homogenous vs. heterogeneous workplace environments', can lead to 'new understandings and new behaviours' in the workplace. Implications for international management are considered, and a conceptual framework is presented, providing a basis for future research.
This paper extends the institutional theory perspective by examining the strategic behaviour of f... more This paper extends the institutional theory perspective by examining the strategic behaviour of founders of smaller service firms in a key emerging economy-India. Building on accelerated internationalisation and legitimacy literature in the emerging market context, we provide a new perspective, emerging market aggressiveness, which explains why founders/managers are not always passive recipients of their environment. Their selections of locations are dependent on the vision and stretch goals of the founder and their ability to gain legitimacy quickly to move that vision to a reality. They do not appear to be limited by their potential liabilities of newness, foreignness, emergingness or outsidership. They adopt committed modes of entry from the outset to build their legitimacy and reduce their liability as an outsider. Using a qualitative multiple case study approach, we demonstrate that managers are able to use proactive, planned and unplanned strategies simultaneously, in order to quickly prepare themselves to take advantage of transient international opportunities, ahead of their competitors in advanced markets.
Existing models of the internationalization process have not captured the important phenomenon of... more Existing models of the internationalization process have not captured the important phenomenon of accelerated international growth of born-global firms, which led Johanson and Vahlne (2003) to revise their model. However, the revised network model falls short of explaining rapid internationalization of firms. While they indicate a "specific relationship development process" used by born-global managers, Johanson and Vahlne (2003) still suggest the existence of an incremental learning and "responsive" model, which is based on pre-existing relationships. We extend current theory in arguing that born-global managers can use both pre-existing and newly-formed relationships, to quickly and proactively develop new knowledge for rapid commercialisation of their products. Proactive, advanced relationshipbuilding capability is based around locating partners with technological knowledge with a view to ensuring ease of sharing knowledge. We explore the development of trust and interfirm partnerships in established and newly-formed networks and how these lead to tacit knowledge, absorptive capacity and new knowledge generation. While Johanson and Vahlne's (2003) emphasise "market specific experience and operation experience" we emphasise "technological experience". The reason that knowledge sharing is able to proceed quickly is that the shared "technological knowledge" allows rapid transfer and development of new knowledge and the drive to commercialise a product before a competitor, promotes the "mutual need" (co-dependency) to act quickly, characteristic of technology-based industries, which face rapid change. As an outcome of the born-global manager's ability to locate new partners through existing networks, new international links may be quickly developed, with internationalization being an outcome, but not necessarily a driver of behaviour in smaller born-global supply chains.
This study will examine the conflict and dissolution strategies of interorganizational buyer-rela... more This study will examine the conflict and dissolution strategies of interorganizational buyer-relationships. Prior to the discussion on more detailed objectives, the background of the study will be presented. This background will examine the complexity of buyerseller ...
Griffith Research Online https://research-repository.griffith.edu.au incremental approach (Nordma... more Griffith Research Online https://research-repository.griffith.edu.au incremental approach (Nordman & Melen 2008). Other studies (e.g. Hutzschenreuter & Voll 2008), however, suggest more proactive reasons for firms' initial choices of culturally proximate markets. Born-globals operate in dynamic markets where the windows of opportunity open and close rapidly. Their very survival and success is determined by how quickly, efficiently and holistically they anticipate, and then act upon, foreign opportunities (Nordman & Melen 2008). Unlike older firms, born-globals face unique challenges in discovering and exploiting foreign market opportunities, because of their short history, lack of resources and accelerated pace of internationalisation (Freeman et al. 2006). Research suggests that how these activities are managed requires further investigation. Nordman and Melen (2008) draw a distinction between two kinds of knowledge available to internationalising firms, namely, international knowledge and technological knowledge. While the incremental approach to internationalisation emphasises the importance of international knowledge (Johanson 1977; 2006), the born-global approach emphasises the importance of technological knowledge for internationalisation (Nordman & Melen 2008; Zahra, Ireland & Hitt 2000). Hence, we use this distinction to compare the relevance of these two types of knowledge for born-globals and older firms. Consequently, the purpose of this paper is to make two comparisons between bornglobals versus older firms. First, whether factors such as cultural proximity, international and technological knowledge are more important in born-globals than older firms. Second, whether born-global and older firms are proactive or reactive in their choice of culturally proximate markets. We employ an abductive approach (Dubois and Gadde 2002) in our study by using the literature to develop introductory research propositions that compare bornglobals and older firms. We then move back and forth between the data and theory to revise and extend the introductory propositions.
Purpose Drawing on social exchange theory, the purpose of this paper is to develop and test an in... more Purpose Drawing on social exchange theory, the purpose of this paper is to develop and test an integrative model of internal and external factors determining employee perceptions of their organizational service climate. Design/methodology/approach Data are collected from a sample of 549 service employees in local and foreign-owned service firms in the emerging market of Vietnam. Structural equation modeling is used to test the hypothesized relationships. Findings Leadership commitment to service quality, internal processes and service standards, work facilitation resources and service-oriented human resource practices are positively associated with service climate. Internal customer service mediates the effects of these variables on service climate, with the exception of work facilitation resources. Furthermore, competitive intensity negatively moderates the impact of the internal drivers on service climate. The results also suggest that, depending on the ownership types (local vs f...
Http Dx Doi Org 10 1509 Jimk 14 3 33, May 29, 2013
The authors identify the following key constraints that smaller born-global firms face: lack of e... more The authors identify the following key constraints that smaller born-global firms face: lack of economies of scale, lack of resources (financial and knowledge), and aversion to risk taking. The authors explore how such firms overcome these constraints by using technology to achieve competitive advantage and by networking competencies to develop a range of alliances and collaborative partnerships. Thus, the article focuses on a particular aspect of business-to-business marketing, namely, how small firms achieve rapid growth internationally through alliances with suppliers, distributors, and joint-venture partners and how these relationships change over time to meet the changing needs of the partners.
... Chelsea Freer and Susan Freeman, Monash University Abstract ... These include majority owners... more ... Chelsea Freer and Susan Freeman, Monash University Abstract ... These include majority ownership (Killing, 1983; Stopford & Wells, 1972 & West, 1959), reporting requirements (Wang et al., 1998), managerial representation (Geringer & Trayne, 1990; Rafi, 1978), technological ...
This paper examines dynamic capabilities as a second-order construct and the antecedents and outc... more This paper examines dynamic capabilities as a second-order construct and the antecedents and outcomes of dynamic capabilities. Analyzing data collected from 242 tourism firms in Vietnam, this paper finds a positive influence of firms’ human capital, organizational learning, environmental dynamism, and digital marketing on the dynamic capabilities. Dynamic capabilities have a significant and positive impact on these firms’ competitive advantage. The paper contributes to ongoing efforts to measure dynamic capabilities and explore the micro-foundations of dynamic capabilities.
Cross-cultural competence of the PRC expatriate managers ABSTRACT Despite the surge in Chinese ou... more Cross-cultural competence of the PRC expatriate managers ABSTRACT Despite the surge in Chinese outward foreign direct investment (OFDI) in recent years, little is known about how Chinese firms manage their overseas operations after the entry of foreign markets. Considerable challenges, among which the inability of Chinese expatriates to manage overseas as the major one, expose Chinese firms to failure in investment and other negative outcomes in their internationalization. In this paper, we stress the importance of cross-cultural competence (CCC) of Chinese managers in the post-entry phase of Chinese OFDI, and propose a framework to examine the CCC issue from an individual perspective. Several important factors, which are included in personal attributes and personal skills, have been proposed to have positive influence on CCC of Chinese expatriate managers.
Across a number of disciplines, there is an ongoing call to better manage ethnic diversity. Busin... more Across a number of disciplines, there is an ongoing call to better manage ethnic diversity. Business practices today regularly include the placement of skilled managers in senior positions outside of their native environment, yet individuals often fail to embrace the ethnically diverse workplaces in which they find themselves. The aim of this study is to explore, based on recent extensions of social identity theory, how societal transformations in organisations affect employee perceptions and behaviour in relation to issues of ethnic diversity. The qualitative analysis reveals that 'implicit power: gender and race minority', 'powerlessness: lack of communication style and skills', 'freedom to be different', and 'homogenous vs. heterogeneous workplace environments', can lead to 'new understandings and new behaviours' in the workplace. Implications for international management are considered, and a conceptual framework is presented, providing a basis for future research.
This paper extends the institutional theory perspective by examining the strategic behaviour of f... more This paper extends the institutional theory perspective by examining the strategic behaviour of founders of smaller service firms in a key emerging economy-India. Building on accelerated internationalisation and legitimacy literature in the emerging market context, we provide a new perspective, emerging market aggressiveness, which explains why founders/managers are not always passive recipients of their environment. Their selections of locations are dependent on the vision and stretch goals of the founder and their ability to gain legitimacy quickly to move that vision to a reality. They do not appear to be limited by their potential liabilities of newness, foreignness, emergingness or outsidership. They adopt committed modes of entry from the outset to build their legitimacy and reduce their liability as an outsider. Using a qualitative multiple case study approach, we demonstrate that managers are able to use proactive, planned and unplanned strategies simultaneously, in order to quickly prepare themselves to take advantage of transient international opportunities, ahead of their competitors in advanced markets.
Existing models of the internationalization process have not captured the important phenomenon of... more Existing models of the internationalization process have not captured the important phenomenon of accelerated international growth of born-global firms, which led Johanson and Vahlne (2003) to revise their model. However, the revised network model falls short of explaining rapid internationalization of firms. While they indicate a "specific relationship development process" used by born-global managers, Johanson and Vahlne (2003) still suggest the existence of an incremental learning and "responsive" model, which is based on pre-existing relationships. We extend current theory in arguing that born-global managers can use both pre-existing and newly-formed relationships, to quickly and proactively develop new knowledge for rapid commercialisation of their products. Proactive, advanced relationshipbuilding capability is based around locating partners with technological knowledge with a view to ensuring ease of sharing knowledge. We explore the development of trust and interfirm partnerships in established and newly-formed networks and how these lead to tacit knowledge, absorptive capacity and new knowledge generation. While Johanson and Vahlne's (2003) emphasise "market specific experience and operation experience" we emphasise "technological experience". The reason that knowledge sharing is able to proceed quickly is that the shared "technological knowledge" allows rapid transfer and development of new knowledge and the drive to commercialise a product before a competitor, promotes the "mutual need" (co-dependency) to act quickly, characteristic of technology-based industries, which face rapid change. As an outcome of the born-global manager's ability to locate new partners through existing networks, new international links may be quickly developed, with internationalization being an outcome, but not necessarily a driver of behaviour in smaller born-global supply chains.
This study will examine the conflict and dissolution strategies of interorganizational buyer-rela... more This study will examine the conflict and dissolution strategies of interorganizational buyer-relationships. Prior to the discussion on more detailed objectives, the background of the study will be presented. This background will examine the complexity of buyerseller ...
Griffith Research Online https://research-repository.griffith.edu.au incremental approach (Nordma... more Griffith Research Online https://research-repository.griffith.edu.au incremental approach (Nordman & Melen 2008). Other studies (e.g. Hutzschenreuter & Voll 2008), however, suggest more proactive reasons for firms' initial choices of culturally proximate markets. Born-globals operate in dynamic markets where the windows of opportunity open and close rapidly. Their very survival and success is determined by how quickly, efficiently and holistically they anticipate, and then act upon, foreign opportunities (Nordman & Melen 2008). Unlike older firms, born-globals face unique challenges in discovering and exploiting foreign market opportunities, because of their short history, lack of resources and accelerated pace of internationalisation (Freeman et al. 2006). Research suggests that how these activities are managed requires further investigation. Nordman and Melen (2008) draw a distinction between two kinds of knowledge available to internationalising firms, namely, international knowledge and technological knowledge. While the incremental approach to internationalisation emphasises the importance of international knowledge (Johanson 1977; 2006), the born-global approach emphasises the importance of technological knowledge for internationalisation (Nordman & Melen 2008; Zahra, Ireland & Hitt 2000). Hence, we use this distinction to compare the relevance of these two types of knowledge for born-globals and older firms. Consequently, the purpose of this paper is to make two comparisons between bornglobals versus older firms. First, whether factors such as cultural proximity, international and technological knowledge are more important in born-globals than older firms. Second, whether born-global and older firms are proactive or reactive in their choice of culturally proximate markets. We employ an abductive approach (Dubois and Gadde 2002) in our study by using the literature to develop introductory research propositions that compare bornglobals and older firms. We then move back and forth between the data and theory to revise and extend the introductory propositions.
Purpose Drawing on social exchange theory, the purpose of this paper is to develop and test an in... more Purpose Drawing on social exchange theory, the purpose of this paper is to develop and test an integrative model of internal and external factors determining employee perceptions of their organizational service climate. Design/methodology/approach Data are collected from a sample of 549 service employees in local and foreign-owned service firms in the emerging market of Vietnam. Structural equation modeling is used to test the hypothesized relationships. Findings Leadership commitment to service quality, internal processes and service standards, work facilitation resources and service-oriented human resource practices are positively associated with service climate. Internal customer service mediates the effects of these variables on service climate, with the exception of work facilitation resources. Furthermore, competitive intensity negatively moderates the impact of the internal drivers on service climate. The results also suggest that, depending on the ownership types (local vs f...
Http Dx Doi Org 10 1509 Jimk 14 3 33, May 29, 2013
The authors identify the following key constraints that smaller born-global firms face: lack of e... more The authors identify the following key constraints that smaller born-global firms face: lack of economies of scale, lack of resources (financial and knowledge), and aversion to risk taking. The authors explore how such firms overcome these constraints by using technology to achieve competitive advantage and by networking competencies to develop a range of alliances and collaborative partnerships. Thus, the article focuses on a particular aspect of business-to-business marketing, namely, how small firms achieve rapid growth internationally through alliances with suppliers, distributors, and joint-venture partners and how these relationships change over time to meet the changing needs of the partners.
... Chelsea Freer and Susan Freeman, Monash University Abstract ... These include majority owners... more ... Chelsea Freer and Susan Freeman, Monash University Abstract ... These include majority ownership (Killing, 1983; Stopford & Wells, 1972 & West, 1959), reporting requirements (Wang et al., 1998), managerial representation (Geringer & Trayne, 1990; Rafi, 1978), technological ...
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Papers by Susan Freeman