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dc.contributor.authorGrøgaard, Birgitte
dc.contributor.authorColman, Helene Loe
dc.contributor.authorStensaker, Inger G.
dc.date.accessioned2021-06-15T08:54:38Z
dc.date.available2021-06-15T08:54:38Z
dc.date.created2019-08-26T12:03:03Z
dc.date.issued2019
dc.identifier.citationJournal of International Business Studies, 2019.en_US
dc.identifier.issn0047-2506
dc.identifier.urihttps://hdl.handle.net/11250/2759484
dc.description.abstractMultinational enterprises (MNEs) face simultaneous pressures for global integration and local responsiveness. While the extant literature acknowledges that most MNEs are neither entirely geared towards achieving global integration nor local responsiveness, scarce attention is given to how MNEs develop organizational flexibility to address multiple and shifting strategy pressures over time. In this paper, we draw on the dynamic capabilities literature to explore how the MNE develops the capabilities needed to achieve this flexibility. Through a qualitative, longitudinal case study spanning 12 years, we identify three recombination capabilities – legitimizing, leveraging, and launching capabilities – through which the MNE develops organizational flexibility. We find that these recombination capabilities improve the MNEs ability to sense and seize new opportunities and enable the MNE to overcome organizational impediments to achieve flexibility. Our study offers a process perspective that shows how the three capabilities together nourish the MNEs resilience to continuously balance between global integration and local responsiveness. Our findings have managerial implications, illustrating that launching new strategic initiatives may fail if the MNE does not have the capabilities to legitimize the new initiatives and to ensure that existing organizational strengths are properly leveraged to support the new initiatives.en_US
dc.language.isoengen_US
dc.publisherSpringeren_US
dc.titleLegitimizing, leveraging, and launching: Developing dynamic capabilities in the MNEen_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionacceptedVersionen_US
dc.source.journalJournal of International Business Studiesen_US
dc.identifier.doi10.1057/s41267-019-00245-5
dc.identifier.cristin1718684
dc.relation.projectNorges forskningsråd: 247785en_US
cristin.unitcode158,8,0,0
cristin.unitnameInstitutt for strategi og entreprenørskap
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode2


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