Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India

Alberto Ferraris, William Y. Degbey (Lead / Corresponding author), Sanjay Kumar Singh, Stefano Bresciani, Sylvaine Castellano, Fabio Fiano, Jerome Couturier

    Research output: Contribution to journalArticlepeer-review

    67 Citations (Scopus)
    113 Downloads (Pure)

    Abstract

    We propose the individual-level microfoundations of subsidiary CEOs in emerging markets as antecedents of the strategic agility of multinational enterprises, and subsidiary embeddedness as a key organizational-level moderator of these relationships. Combining quantitative data on subsidiary CEOs operating in India with qualitative interviews with Italian HQ counterparts, our results suggest that subsidiary CEOs’ tenure in emerging markets, along with their overall experience, affects MNE strategic agility positively. Similarly, CEOs’ cognitive characteristics - problem solving and reasoning, and language and communication skills (individual-level microfoundations) - affected strategic agility positively, while subsidiary embeddedness moderated these relationships in different ways, leaving space for fresh managerial and theoretical considerations.

    Original languageEnglish
    Article number101272
    Number of pages17
    JournalJournal of World Business
    Volume57
    Issue number2
    Early online date23 Nov 2021
    DOIs
    Publication statusPublished - Feb 2022

    Keywords

    • CEO cognitive capabilities
    • CEO experience
    • Emerging markets
    • Microfoundation
    • Strategic agility
    • Subsidiary CEO

    ASJC Scopus subject areas

    • Business and International Management
    • Finance
    • Marketing

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