• Are governance mode and foreign location choices independent? 

      Leiblein, Michael J.; Larsen, Marcus Møller; Pedersen, Torben (Peer reviewed; Journal article, 2021)
      This article explores the relationship between organizational governance and location choices. While the existing literature provides significant intuition regarding the factors that influence these choices, it often assumes ...
    • Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective 

      Elia, Stefano; Larsen, Marcus Møller; Piscitello, Lucia (Peer reviewed; Journal article, 2022)
      Transaction cost economics (TCE) holds that multinational corporations (MNCs) should select governance modes based on associated transactional hazards. However, MNCs often adopt theoretically misaligned governance modes. ...
    • Complexity and multinationals 

      Larsen, Marcus Møller; Birkinshaw, Julian; Zhou, Yue Maggie; Benito, Gabriel R G (Journal article; Peer reviewed, 2023)
      Research Summary The multinational corporation (MNC) is a typical example of a complex organization. In this essay, we employ an established body of literature on complexity in organizations to explore and discuss the ...
    • Entrepreneurial identity and response strategies in the informal economy 

      Teyi, Shelter Selorm; Larsen, Marcus Møller; Namatovu, Rebecca (Journal article; Peer reviewed, 2023)
      While entrepreneurs generally confront many challenges in running their businesses, those in the informal economy must do so in a state of constant environmental change outside the boundaries and support of formal institutions. ...
    • Entry mode deviation: A behavioral approach to internalization theory 

      Elia, Stefano; Larsen, Marcus Møller; Piscitello, Lucia (Journal article; Peer reviewed, 2019)
      We explore when and why decision makers choose international entry modes (e.g., hierarchies or markets) that deviate from internalization theory’s predictions. By applying a cognitive perspective on entry mode decision ...
    • How Business Models Evolve in Weak Institutional Environments: The Case of Jumia, the Amazon.Com of Africa 

      Giachetti, Claudio; Larsen, Marcus Møller; Rajwani, Tazeeb S. (Peer reviewed; Journal article, 2021)
      We advance research on the antecedents of business model design by integrating institutional and imitation theories to explore how the business model of new ventures evolves in a weak institutional environment. Based on a ...
    • Informal Legacy and Exporting Among Sub-Saharan African Firms 

      Larsen, Marcus Møller; Witte, Caroline (Peer reviewed; Journal article, 2022)
      Around the world and especially in areas of widespread poverty, firms start their operations without registering with relevant authorities (i.e., in the informal economy). We explore whether firms that initiated their ...
    • Outsourcing in Africa: How do the interactions between providers, multinationals, and the state lead to the evolution of the BPO industry? 

      Larsen, Marcus Møller; Mkalama, Ben; Mol, Michael J. (Journal article; Peer reviewed, 2023)
      We explore the evolution of Africa’s business process outsourcing (BPO) industry. In so doing, we seek to derive policy and managerial implications on how African suppliers can grow and become more attractive to foreign ...
    • Responding to COVID-19: Insights from African firms 

      Namatovu, Rebecca; Larsen, Marcus Møller (Peer reviewed; Journal article, 2021)
      The severity of the COVID-19 pandemic is underscored by its systemic distortion of socioeconomic and political agendas around the world. It has disproportionately affected fragile states, and has exposed economies with ...
    • Searching locally and globally: Applying Daniel Levinthal’s scholarship to international business 

      Pedersen, Torben; Larsen, Marcus Møller; Dasi, Ángels (Journal article; Peer reviewed, 2020)
      Daniel A. Levinthal has made several important contributions to the fields of strategy and management. His research has been pivotal in enhancing our understanding of interactions between the internal and external contexts ...
    • The ambivalent effect of complexity on firm performance: A study of the global service provider industry 

      Larsen, Marcus Møller; Manning, Stephan; Pedersen, Torben (Journal article; Peer reviewed, 2018)
      Prior literature is ambivalent about whether organizational complexity has positive or negative effects on firm performance. Using rich data on global service providers, we explore this ambivalence by disentangling performance ...
    • The changing geography and ownership of value creation: Evidence from mobile telecommunications 

      Larsen, Marcus Møller; Seppälä, Timo; Ali-Yrkkö, Jyrki (Journal article; Peer reviewed, 2018)
      Through an innovative trade-in-task case study, we explore how Nokia, which is historically one of the most important mobile phone manufacturers in the world, offshored the development and production of three distinct ...
    • Understanding the Firm in the Informal Economy: A Research Agenda 

      Haarman, Amanda; Larsen, Marcus Møller; Namatovu, Rebecca (Peer reviewed; Journal article, 2022)
      Informal firms prevail and preoccupy a dominant share of the economic activity in many developing countries. Yet, few attempts have been made to systematically integrate dominant theories of the firm with the empirical ...
    • Unintended signals: Why companies with a history of offshoring have to pay wage penalties for new hires 

      Grecu, Alina; Sofka, Wolfgang; Larsen, Marcus Møller; Pedersen, Torben (Peer reviewed; Journal article, 2022)
      We explore how companies with a history of offshoring attract their future employees. We reason that offshoring decisions send unintended signals about job insecurity to companies’ onshore labor markets. This signaling ...
    • When are global decisions strategic? 

      Leiblein, Michael J.; Reuer, Jeffrey J.; Larsen, Marcus Møller; Pedersen, Torben (Peer reviewed; Journal article, 2022)
      A robust academic field must set and revisit boundary conditions that define where, when, and to whom its insights apply. This is particularly true for a field such as global strategy where the ubiquity of the key terms ...