Crisis moderates the expansion of Israeli multinationals

The fourth annual survey of Israeli multinationals is being released today. It was conducted by a joint team composed of the Foreign Trade Division of the Manufacturers Association of Israel; The Recanati School of Business, Tel Aviv University; the School of Business Administration, the Hebrew University of Jerusalem; and the Vale Columbia Center on Sustainable International Investment (VCC), a joint undertaking of the Columbia Law School and The Earth Institute at Columbia University in New York. The survey is part of a long-term, multi-country study of the rapid global expansion of multinationals from emerging markets. The results released today cover the year 2009

When multinationals choose locations, consumers and competitors matter

Nicole Adler and Niron Hashai create a predictive tool that incorporates rivalry and consumer preference

International Contraction for the Sake of International Expansion

We present novel theoretical arguments suggesting that the contraction of international market presence does not only allow firms to expand their presence into new business domains, but also to resume their international market presence in the long term. We argue that when firms contract their international market presence, they spark two subsequent processes: First, they free up non-scale free financial resources that become available for expanding into new business domains. Subsequently, such expansion creates new scale free technological knowledge resources that facilitate renewed international expansion. We find support for the existence of this novel growth trajectory in an analysis of changes in the international market presence and business segment presence of an extensive sample of public US-based firms between 1997 and 2019

The coevolution of international scope and technological knowledge in MNCs

We explore coevolution in the growth of technological knowledge and international scope in multinational corporations (MNCs). We focus on technological knowledge and international scope because they are core to the performance of MNCs and because research has found that technological knowledge stimulates international growth, while internationalization stimulates technological growth. We address this seeming paradox by consolidating arguments about their growth under the coevolutionary umbrella. In so doing, we advance a novel coevolutionary argument: technological knowledge and international scope are both outcomes of interdependent, long-term strategic decisions aimed at optimizing the complementary effects of both dimensions on MNC performance. Accordingly, we develop a formal model of the dynamic processes by which technological knowledge and international scope coevolve. Our dynamic optimization model identifies four coevolutionary trajectories: (1) a trajectory in which growth in technological knowledge and international scope occur simultaneously; (2) a trajectory that has simultaneous reductions in both; (3) a trajectory in which technologically rich but domestically oriented firms expand international scope but reduce technological knowledge; and (4) a trajectory in which highly internationalized but technologically lagging firms expand technological knowledge but reduce international scope

Institutional complementarity and substitution as an internationalization strategy: the emergence of an African multinational giant

Research Summary: We examine the internationalization decisions made by one of Africa's most successful companies, South African Breweries, as it underwent a period of aggressive expansion. We see processes of both institutional complementarity and substitution at different phases and with different motives. At first it sought countries that played to its strength, namely the knowledge of doing business in environments of institutional uncertainty, but later it pursued an institutional diversification strategy whereby it attempted to minimize its institutional risk exposure. As it became larger, its aspirations increased too, and its over-exposure to emerging market institutional risk saw it engage in institutional substitution into advanced countries. Through this phased international process, it was able to develop its internal assets, and this enabled the moves into developed markets. Managerial summary: We demonstrate that firms can exploit their knowledge of ‘weak’ institutional settings and turn it into a source of advantage as they internationalize into locations with similar institutional ‘weaknesses.’ Using the case of one of Africa's most successful multinational enterprises, we illustrate the value gained from initially capitalizing upon institutional complementarity (utilizing the comparative advantage linked to institutional know-how) by exploiting the experience of the home country's environment into similar settings. Over time and through learning-by-doing, pressure arose to diversify the risk linked with over-exposure to institutional uncertainty and country risk, and this was associated with the process of institutional substitution into more advanced countries. We see emerging multinational learning and building its capabilities by leveraging its understanding of its home country institutional environment

Global value chain configuration: A review and research agenda

This paper reviews the literature on global value chain configuration, providing an overview of this topic. Specifically, we review the literature focusing on the concept of the global value chain and its activities, the decisions involved in its configuration, such as location, the governance modes chosen and the different ways of coordinating them. We also examine the outcomes of a global value chain configuration in terms of performance and upgrading. Our aim is to review the state of the art of these issues, identify research gaps and suggest new lines for future research that would advance our understanding of how firms are implementing new ways of organizing and managing activities on a global scale

Choosing a Growth Path: Internationalization, Product Diversification or Both? Working paper

SUMMARY While both internationalization and product diversification are associated with firm growth, the choice between these two growth strategies has remained obscured. In this paper we argue that the development of specific capabilities leads to dominancy of one growth strategy over the other. Resources that are scarce, specific and indivisible create capabilities that lead to learning, scale and scope economies when either strategy takes dominancy. Hence, we expect firms to choose either internationalization or product diversification as their dominant growth path rather than pursuing both strategies. Moreover, such choice is expected to lead to superior performance. Analysis of the extent and process of internationalization and product diversification of leading food & beverage MNEs in the period 1996-2000 mostly supports these expectations

International new ventures as "small multinationals": The importance of marketing capabilities

This paper explores how marketing capabilities contribute to the international expansion of international new ventures, and influence their choice of entry mode. The study examines how marketing capabilities help international new ventures to use entry modes involving higher resource commitment in international markets. The proposed model was tested on country-level data from Spain. The results show that marketing capabilities contribute to a firm's decision to choose entry modes involving higher resource commitment in foreign markets. The paper also includes insights on antecedents of international new ventures’ choice of entry modes in foreign markets