Session 38

Global Managers and Managing Globally

Track G

Date: Tuesday, October 9, 2012


Time: 17:30 – 18:45


Room: Club A

Session Chair:

  • Patrick Reinmoeller, Cranfield University

Title: Board Composition in International Joint Ventures


  • Ilya Cuypers, Singapore Management University
  • Gokhan Ertug, Singapore Management University
  • Jeffrey Reuer, University of Colorado, Boulder
  • Ben M. Bensaou, INSEAD

Abstract: A considerable literature on the composition of corporate boards has developed in recent years. However, there has been relatively little attention paid to boards in international joint ventures (IJVs) and the composition of these boards in particular. With aim to making an advancement in these areas, we combine the corporate governance and IJV literatures to examine the determinants of foreign partners’ representation on IJV boards. We hypothesize that a foreign partner’s representation on the IJV board is a function of the equity distribution of the IJV. Furthermore, we argue that both environmental and behavioral uncertainty moderate this baseline prediction, albeit in different directions. We find support for our hypotheses using survey data on 109 IJVs in Asia.

Title: Country Distance And Managers\' Preferences For Entry Mode Choice


  • Africa Ariño, IESE Business School
  • Xavier Sobrepere, IESE Business School
  • Jeffrey Reuer, University of Colorado, Boulder
  • Beverly Tyler, North Carolina State University

Abstract: We investigate how managers' preferences for entering China through a JV or an acquisition are affected by different kinds of home/host country distance: psychic, cultural, geographical, economical, and political distance. We compare the effect of psychic distance -- a perceptual measure -- and that of other distance dimensions -- objective measures, -- and examine whether psychic distance moderates the relationships between objective distance dimensions and managers' preferences. Preliminary results suggest that geographical distance is most influential, and that taking into account the effect of psychic distance strengthens that of other distance dimensions. Psychic distance moderates the effect of cultural and political distance. We contribute to recover the concept of psychic distance, and to consider dimensions of country distance other than the cultural one.

Title: Expatriate Management and Organizational Competitiveness


  • Kyoung Yong Kim, University of Houston
  • Seemantini Pathak, University of Missouri - St. Louis
  • Roger Blakeney, University of Houston

Abstract: In this paper, we examine how characteristics of MNC expatriate management programs may add to organizational competitiveness. We structure our arguments around the three basic questions of why, who, and how, and tested our hypotheses using a dataset of Korean firms. Our major argument is that what is important for MNCs is not the expatriate program itself, but how it is managed. Consistent to the argument, our preliminary analysis results support a majority of our hypotheses. Specifically, MNCs which have high levels of breadth and depth of the expatriate programs,the ability to exploit expatriate knowledge and common knowledge are likely to run their expatriate programs effectively so they contribute to organizational competitiveness.

Title: New CEOs’ International Profile and International Strategy


  • Aya Chacar, Florida International University
  • Yannick Thams, Suffolk University

Abstract: Research has investigated CEOs’ international work experience and its impact on internationalization strategy. We build on this research in two ways. We contend that in addition to international assignment experience, the foreign imprinting of foreign born executives can also provide the knowledge and relationships needed to succeed in foreign environments. Ultimately, foreign-born CEOs may be equally and perhaps even better equipped to help firms increase their internationalization. More specifically, nationality will guide the internationalization path, with individual CEOs pushing the firm to grow in the region they are more familiar with or those in which their country resides. Preliminary tests using a sample of Global 500 firms show some support for the relationships proposed.

All Sessions in Track G...

Sun: 08:00 – 09:15
Session 129: Strategy Implementation: Global Challenges
Sun: 09:30 – 10:45
Session 130: Practicing Strategy in Transition Economies: Reframing, Rethinking and Renewing
Sun: 11:15 – 12:30
Session 131: Global Strategies in the Service Sector
Sun: 15:15 – 16:30
Session 29: Strategy and Outsourcing
Mon: 08:00 – 09:15
Session 32: The Dynamics of Internationalization
Mon: 09:30 – 10:45
Session 34: Emerging Market/Advanced Market Strategic Interactions
Mon: 13:30 – 14:45
Session 33: Internationalization, Diversification & Performance
Mon: 16:30 – 17:45
Session 35: Entry Modes, Exit and Outcomes
Session 39: Global Strategies
Tue: 08:00 – 09:15
Session 37: Subsidiary Strategy
Tue: 11:00 – 12:15
Session 41: International M&A as an Entry Mode Strategy
Tue: 14:15 – 15:30
Session 30: Politics, Institutions, Political Risk & Global Strategy
Tue: 15:45 – 17:00
Session 40: Knowledge, Innovation and Global Strategy
Session 42: A Q&A with Pilsner Urquell: Strategy from a Small Nation
Tue: 17:30 – 18:45
Session 38: Global Managers and Managing Globally

Strategic Management Society