Innovation and performance at foreign subsidiaries: The country of origin effect

Rene Olie; Elko Klijn

doi:10.5465/ambpp.2012.16164abstract

Innovation and performance at foreign subsidiaries: The country of origin effect

Academy of Management Proceedings ◽

10.5465/ambpp.2012.16164abstract ◽

2012 ◽

Vol 2012 (1) ◽

pp. 16164

Author(s):

Rene Olie ◽

Elko Klijn

Keyword(s):

Country Of Origin ◽

Foreign Subsidiaries ◽

And Performance ◽

Origin Effect

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When geography matters: International diversification and firm performance of Spanish multinationals

BRQ Business Research Quarterly ◽

10.1177/2340944420898981 ◽

2020 ◽

Vol 23 (1) ◽

pp. 234094442089898

Author(s):

Xavier Mendoza ◽

Christian Espinosa-Méndez ◽

Luis Araya-Castillo

Keyword(s):

Firm Performance ◽

Multinational Firms ◽

Country Of Origin ◽

Strong Support ◽

Jel Classification ◽

Foreign Subsidiaries ◽

Foreign Countries ◽

S Curve ◽

And Performance ◽

The Relationship

This paper studies how the nature and shape of the relationship between inter- national diversification (ID) and performance (P) may vary according to a firm’s geographical focus of internationalization. Using a sample of Spanish multinational firms for the 2004—2012 period we find an M-shaped relationship. However, significant differences are found when the different geographical foci of internationalization are considered. Strong support is found when firms adopt a regional focus (an inverted S-curve when the ID measure refers to the number of foreign countries and an M-curve when it refers to the size of the network of foreign sub- sidiaries), a biregional focus (an S-curve) and a semiglobal focus (an inverted S-curve but also an M-curve with foreign subsidiaries). These findings and their pattern suggest the critical impor- tance of the country of origin and the geographical focus of internationalization in explaining the relationship between ID—P. JEL CLASSIFICATION C33; F23; G15; L25

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Country-of-origin effect on manager’s competence evaluations

Journal of Intercultural Management ◽

10.2478/joim-2013-0023 ◽

2013 ◽

Vol 5 (4) ◽

pp. 5-21 ◽

Cited By ~ 2

Author(s):

Ewa Magier-Łakomy ◽

Małgorzata Rozkwitalska

Keyword(s):

Multinational Corporations ◽

Professional Competence ◽

Country Of Origin ◽

Cross Cultural ◽

Foreign Subsidiaries ◽

Cultural Stereotypes ◽

Managerial Competence ◽

Management Students ◽

Origin Effect

Abstract Functioning of multinational corporations requires international staffing decisions, which involves, among other issues, sending expatriates to foreign subsidiaries and/or hiring inpatriates in the headquarters. The evaluation of a manager’s professional competence by his/her subordinates, peers or superiors is determined, for example, by cultural stereotypes intertwined with the manager’s nationality. Such an evaluation may affect the quality of cross-cultural interactions and therefore influence effectiveness of a MNC’s staff. Thus the aim of this paper is to initially verify whether the country-of-origin of a manager may affect the perception of his/her professional competence. The analysis of this relationship is based on the literature review and the empirical findings from the authors’ research. An experiment on management students is the research method that was applied in the study. As a result, the authors attempt to examine whether there are cultural stereotypes that ascribe higher or lower managerial competence to individuals from certain countries. The analysis may also contribute to the literature and research on liability of foreignness as well as cultural stigmatization issues. The empirical findings from the pilot study suggest that the nationality of a manager may affect the evaluation of his/her competences by other people.

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