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Research SummaryIn this second collection of articles relating to global strategy, we address the well-established but unresolved issue of the relationship between multinationality and performance among multinational firms. The M-P relationship has been the topic of many articles in many journals for many years, but its true nature is still not established. Both theory and empirical findings provide different and often opposed views, as can be seen in the articles collected here. We see two main perspectives on this issue. Some scholars suggest that differences in data and analytical tools have prevented consistent empirical results, and that more consistent and carefully chosen empirical modeling can yet establish the true M-P connection. Others believe that basic problems in theory and in building testable frameworks that are truly consistent with theory have made this an inherently intractable problem. The collection provides important articles that test the M-P relationship as well as critiques from both perspectives. We see considerable power in the view that individual firms are likely to have their own idiosyncratic optimal level of multinationaliation. We finish by calling for and suggesting new approaches to the issue, such as a micro-foundations approach, as opposed to simply using more sophisticated tools to test problematic models based on well-established but ultimately inadequate theory.Managerial SummaryThe relationship between the level of multinational diversification and performance in multinational firms is at the heart of global strategy. If operating at ever increasing levels in ever more countries does not provide reliably superior performance, why do firms continue to expand internationally? One view suggests that since firms continue to increase their international presence, there must be some ultimate benefits—difficult as they may be to establish. The opposing view suggests that since an equal amount of research finds no such benefits, it may be that no level of multinational diversification is generally optimal, but that depending on its particular resources and capabilities, experience, industry, and national portfolio, each multinational must discover its own optimal level of cross-border investment.

Research summaryWhile multi-project work (MPW) is becoming an increasingly popular work arrangement, its relationship with project performance is understudied. On the one hand, MPW is deployed to increase employee worktime utilization and productivity, which should be reflected in more timely project completion. On the other hand, MPW also brings switching costs due to attention residue and cognitive setup. Based on this trade-off, we derive an inverted U-shaped relationship between MPW and project performance. We find support for this relationship in a longitudinal dataset containing 9,649 project-month-employee observations. More specialized experience, project similarity, and employee familiarity positively moderate the inverted U-shape. Furthermore, the results are robust to a host of model specifications, data structures, assumptions, and alternative explanations.Managerial summaryHow many projects can you work on simultaneously? We study this question in the context of new product development (NPD) projects in a multinational organization. We suggest that multi-project work (MPW) might be a double-edged sword. On the one hand, MPW academics or engineers can be more productive by filling the gaps in their schedules and developing time management practices. On the other hand, MPW also carries switching costs. This trade-off creates an inverted U-shaped relationship between MPW and project performance. So, how can MPW be more beneficial or less costly? We find that more specialized employees can benefit more from productivity gains while working with familiar members or similar projects can alleviate switching costs.

Global strategy, that is, theanalysis of strategy in an international context, has co-evolved with the dramatic changes in the global econ-omy in the 21st century. Research advances haveenabled a more sophisticated understanding of howfirms develop strategies in an increasingly turbulentglobal environment in which societal expectations,technological advances, and political decisions are allin a state of continuous change. In this article, wereflect and provide suggestions for how the field mayevolve on five key themes of global strategy: coopera-tion, coordination, governance, politics, and innova-tion. We also outline suggestions for future research onglobal issues that are gaining increasing centrality inbusiness decisions: climate change, artificial intelli-gence, and geopolitics.

Research summary: International alliances facilitate learning among firms by providing access to knowledge embedded in different countries, yet we do not know how the partnering firms' distinct national contexts shape their learning in alliances. This study brings together research on learning in alliances and research on national innovation systems to examine how innovation policies in the respective home countries of the focal firms and their partners can increase the effectiveness of knowledge acquisition in alliances. Our analyses indicate that supply-side innovation policies in the focal firms' home countries and demand-side policies in their partners' home countries increase the focal firms' knowledge acquisition from their partners.Managerial summary: Firms engaging in alliances should consider their national innovation system as a strategic resource they can leverage not only to improve their own knowledge sourcing but also to become a more attractive partner in international alliances, potentially opening opportunities for engaging in reciprocal knowledge exchange. Managers can expect more learning opportunities when allying with foreign partners from countries with innovation policies that stimulate public technology purchasing or encourage public–private R&D collaboration. In turn, managers of firms from countries with innovation policies that provide funding and talent for R&D can capitalize on these resources to improve their firms' knowledge acquisition from foreign partners.

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 effect implies that offshoring companies must pay higher salaries for new hires than non-offshoring companies. We tested our predictions on a sample of 7971 matched managers and professionals recently hired by offshoring and non-offshoring companies. Our results indicate a 3–7% wage penalty for offshoring companies. Thus, we conclude that not only is offshoring challenging to implement, but it can also entail a number of general ramifications for the domestic labor market.

The globalization of supply chains is both the enabler and the effect of the globalized economy. Recently, it has become clear that the high level of efficiency of tight global supply chains came with a cost as turbulence and resulting supply chain disruptions have become more frequent and common. A greater level of resilience in the global supply chain stands out as the main mechanism to mitigate challenges. While achieving resilience without doubt is challenging for companies, we suggest that it can be done and we discuss a selection of initiatives companies can take in this regard.

The extant literature has demonstrated that physical distance negatively affects knowledge sharing, even within the same building. Moreover, the impact of physical barriers, such as doors and walls, has been flagged as an important avenue for research. We contribute to the micro-geography literature by unpacking the effects of physical barriers on knowledge sharing and moderators of that relationship. Based on micro-level, single-firm observational data on employees’ knowledge-sharing dyads, we find that physical barriers impede knowledge sharing after accounting for distance. Simultaneously, we theorise on and find evidence of several moderators of the negative relationship between physical barriers and knowledge sharing at the dyadic and individual levels: strong ties, participation in coordination mechanisms across departments, job autonomy, and location in an office near a printer room. The study has implications for managers in charge of office allocation and the physical layout of offices.

Purpose: Definitive diagnosis of prostate cancer is based on biopsies, a procedure associated with side-effects. The use of biomarkers in blood and urine could potentially help clinicians select patients for whom biopsies are needed. The aim of the study was to test a new urine and plasma biomarker test in detecting medium and high grade prostate cancer. Materials and methods: Blood and urine samples were prospectively collected from 41 patients prior to prostate biopsy or TUR-P and again after 3 months. The cohort included patients with suspicion of prostate cancer and patients with prior prostate cancer diagnosis. The mRNA expression of ten selected genes measured by PCR were used together with clinical data in multiple algorithms for prediction of medium-high grade prostate cancer in prostate biopsies. The testing was originally developed and validated in the USA. The method was transferred to a local Danish laboratory. Medium and high grade cancer was defined as Gleason score ≥ 3 + 4. Results: Using the biomarker test, prior to any prostate procedures, the sensitivity for detecting medium-high grade prostate cancer was 100% and the specificity was 56% and 63%, depending on the cut-off point used. When using the biomarker test, following biopsy or TUR-P, the sensitivity and specificity were reduced to 89% and 28–34% respectively. When comparing results, there was a significant difference (p < 0.05), favoring the test performed prior to the procedures. Conclusions: We were able to predict the presence of medium-high grade prostate cancer, thereby confirming earlier findings of the biomarker test.

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 that organizations face as well as the roles of experience, search, and learning processes. Despite substantial overlap between the core issues in international business (IB) and Levinthal’s work, the IB field has yet to fully embrace key tenets of his research. We aim to bridge this gap by providing a number of concrete suggestions for areas in which IB research may benefit from Levinthal’s work and vice versa.

Ability, motivation, and opportunity (AMO) approaches have dominated studies of knowledge sharing in multinational enterprises (MNEs). We argue that there is a need to consider both the national and organizational cultural contexts. Beyond their direct influence on knowledge sharing with colleagues in other business units (BUs), national and organizational culture significantly reinforce the positive relation between individual motivation and knowledge sharing. Thus, our multi-level approach to knowledge sharing in MNEs gives rise to a contextualized AMO approach that provides a novel and more potent understanding of variations in knowledge sharing. At the individual level, our approach includes the degree of ability in the sense of professional competence, intrinsic motivation, and opportunities to interact with colleagues in other BUs. At the organizational and country levels, we examine the direct and indirect effects of a collaborative culture on knowledge sharing. We employ data from an MNE that operates across a variety of regions, including the Nordic countries, Central and Eastern Europe, and Southeast Asia. The sample consists of 11,484 individuals nested in 1235 departments in 11 countries. As well as confirming the significance of individual competence, intrinsic motivation, and opportunities for interaction for knowledge sharing, our findings reveal that both organizational culture and national culture are important factors for our understanding of knowledge sharing. This suggests that over and above recruiting intrinsically motivated employees, managers can enhance knowledge sharing by developing collaborative organizational cultures at the departmental level.

Investments in information technologies (IT) and skilled labor are often highlighted as central for firms wishing to improve their performance. However, what mechanisms enable these investments to improve firm performance? The literature suggests two such channels: the production frontier of upgrading the input factors and the technical efficiency of exploiting the input factors in a more efficient way. We study these channels for increasing firms' value added in a stochastic frontier model. Notably, we find that investments in IT and skilled labor improve firms’ value added, but they do so through different channels. Multi-purpose hardware investments mainly improve efficiency in concert with other input factors, while investments in application-oriented software and skilled labor generally work by raising the production frontier itself.

Research SummaryA 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 invites indiscriminate use of the phrase. This essay argues that it is useful to define the field of global strategy as the subset of questions that meet the criteria for both “global” and “strategic” decisions. We offer an a priori approach to identifying and formulating problems that are unique to the global strategy field, suggest how our approach may help scholars better understand the “strategicness” of global decisions, and ultimately, offer a way for individuals with varied disciplinary or topical interests to connect with the field's core.Managerial SummaryIt has been observed that few executives can clearly articulate their firm's global strategy. This observation is disappointing given the development of theoretical insights from the fields of international business and strategic management that suggest alternative ways in which organizations can reliably and repeatedly create, capture, and deliver value. The existence of this shortcoming suggests that it will be beneficial to develop unambiguous statements that define what constitutes a global, a strategic, and a globally strategic decision. This essay offers a priori definitions of these terms in the hope of helping individuals both consider the unique and distinctive elements of global strategy and better understand the core decisions that guide an organization's pursuit of its global objectives, scope, and sources of advantage.

This study examines how multinational corporation (MNC) knowledge management mechanisms (systems, coordination and socialization) and international exposure affect MNC headquarters’ absorptive capacity (AC). We build on Cohen and Lev- inthal’s (Admin Sci Quart 35(1):128–152, 1990, https://doi.org/10.2307/2393553) under-researched trade-off between the inward- and outward-looking drivers of AC in the context of the MNC international knowledge transfer. First, we hypothesize that knowledge management mechanisms (the inward-looking driver) and interna- tional exposure (the outward-looking driver) directly influence headquarters’ AC. Our findings from a sample of 106 Brazilian and Portuguese MNC headquarters support this view. Second, because "not-invented-here" syndrome and distance can affect knowledge flows from subsidiaries, we develop a hypothesis on the trade-off between AC’s inward- and outward-looking drivers. We observe that their impact on the AC of MNC headquarters is diminished for high levels of coordination mecha- nisms and international exposure. Hence, coordination mechanisms become less effective to absorb subsidiary knowledge as the MNC increases its international footprint. We also conclude that the headquarters of highly internationalized MNCs can regard socialization mechanisms as facilitators of the absorption of knowledge generated by subsidiaries. info:eu-repo/semantics/acceptedVersion

Microfoundations have become an important theme in recent macro-management research. However, the international management (IM) field is an exception to this. We document the lack of attention on microfoundations in IM research by focusing on knowledge sharing – a key IM research field – which we investigate by means of a keyword-based literature study of the leading IM and general management journals. We discuss possible reasons why microfoundations have so far met with less resonance in IM research. We point to the training and background of IM scholars as possible reasons. We also highlight the significance that IM scholars place on context and structure in explanation. These may be seen as contrary to a microfoundations perspective, a view that we show is incorrect. We end by identifying several microfoundational issues in IM research, calling for a sustained effort with respect to theory, heuristics, and empirics.

We review the relationships between institutions and global strategy and explain several clarifications for future research. First, studies need to clarify the standard used to assess quality in institutional dimensions they research rather than let readers assess them from the measures. Second, analyses need to specify the theoretical approach used, which may be based on the paradigm from a single discipline (economics, sociology, politics, psychology) or the integration of underlying disciplines, as often seen in management. This must form the basis of a consistent set of assumptions rather than a potpourri of arguments from incompatible logics. Third, investigations need to clarify the direction of relationship and mechanisms. On the one hand, studies on the impact of institutions on strategy should clarify the institutional influences used (adapt, appeal, avoid). On the other hand, research on the effect of strategy on institutional change should clarify the institutional strategies (inform, influence, incentivize) and institutional spillovers (compete, command, copy) by which firms change institutions.

Multinational corporations (MNCs) need to sense, source, and mobilize knowledge when and where it arises, whether at home, or elsewhere in the world. For this reason, MNCs benefit from employee networks of relationships that span across intraorganizational barriers, allowing for the efficient mobilization of knowledge across boundaries. Yet, which organizational members are more likely to be able to develop these boundary spanning networks? We leverage a unique data set from a large multinational corporation to empirically test a comprehensive model that captures the effect of an employee’s mandate, expertise, and behavioral orientations on her likelihood to span intraorganizational boundaries that manifest themselves in the form of hierarchies, intra-functional domains, and geographic territories. We find that the employees that are more likely to be boundary spanners are those having mandates with a global impact, high levels of expertise, and a collaborative orientation in their networking behaviors. In addition, we find that these effects are stronger for those employees that have large formal workflow networks.

Objective: Overactive bladder (OAB) affects hundreds of millions of people worldwide and has significant detrimental effects on quality-of-life. Percutaneous tibial nerve stimulation (PTNS) is endorsed in the European guidelines of Urology as second-line therapy–on par with pharmacological treatment for women with OAB. Methods: This prospective cohort study describes our clinical experience with PTNS in a daily outpatient clinic, on a consecutive cohort. The cohort of 116 patients was mixed; including both men and women with idiopathic (iOAB) and neurogenic (nOAB) overactive bladder. Patients were treated with a 12-week course of PTNS followed by monthly maintenance treatment. Data were collected during 4 years. Results: The most common indication for PTNS was OAB with urge incontinence (53%) followed by OAB-dry and nocturia (both 16%). One hundred and ten (95%) patients completed follow-up and 68 patients (62%) continued to maintenance treatment. A total of 68 patients reported an effect on PROM, BD and ICIQ-OAB, which is the same 62% that continue in maintenance PTNS. A significant decline was seen in overall ICIQ-OAB score, with a median drop from 87 to 54, a significant decline in overall frequency and nocturia on bladder diary and a shift in pad test group in 19% of the incontinence patients. Conclusion: PTNS shows an equally significant effect on men as well as women both in the iOAB and nOAB subgroups in a daily outpatient clinic. In our opinion, PTNS should be a standard treatment option available at urological departments, where both men and women in both sub-groups could benefit from treatment. Further randomized studies focusing on men with iOAB are needed.

Network research shows that strong relationships, highly embedded relationships, and brokered relationships may have different outcomes. While pros and cons are associated with each of these network structures, how this ambiguity translates into individuals’ actions of network change is unclear. Specifically, if network positions can be both beneficial and detrimental, how do individuals decide whether to maintain those positions? We develop a tie-specific model of network modification that captures the positioning in the work-related network and the level of knowledge acquired from that network for each individual in a knowledge-intensive organization. Our analysis of tie-level data identifies the level of acquired knowledge as an important disambiguating mechanism that determines how individuals manage their strong ties, embedded ties, and brokered ties over time.

This article analyzes the relationships between project performance and the team’s ability, motivation, and opportunity (AMO). We contribute to the project management literature by exploring which combinations of AMO factors are best for project performance at different levels of complexity. We test our hypotheses on a sample of 285 projects. Our study shows that in simple projects, ability is the key factor both as a main effect and as a constraining factor that acts as a bottleneck for project performance. In the case of complex projects, the multiplicative model is superior given the significant interaction effects of motivation.

The disruption global digitally based firms are imposing on the positions of established multinational telcos is not just in degree, but also in kind. As such, the telcos are entering a period of VUCA. Although digitally based competitors could suffer from liabilities of ‘outsidership’, employing the telco Telenor as a case, we argue that the physical presence of telcos in local markets will be insufficient to avoid a future as utilities or dumb-pipes. One significant issue as they confront VUCA is therefore whether telcos are able to develop and apply dynamic capabilities.

Objective: Guidelines recommend 4 weeks of thromboembolic prophylaxis in patients who undergo major surgery for solid malignancies. However, there are limited head-to-head comparisons of risk of venous thromboembolic complications in patients with and without cancer undergoing similar surgical procedures. The purpose of this study was to compare risk of venous thromboembolic complications following major renal surgery and cystectomy between patients with and without cancer at the time of surgery.Material and methods: In the nationwide Danish National Patient Registry, which captures all hospital contacts, including surgical procedures, we identified 8,645 patients who underwent major renal surgery (4,273 without cancer and 4,372 with cancer) and 2,164 patients who underwent cystectomy (359 without cancer and 1,805 with cancer) in 2000-2009. The rate of venous thromboembolic events within 6 months from surgery was compared for patients with and without cancer after stratification on organ using Chi-squared test.Results: There was no difference in the rate of venous thromboembolic complications within the first 6 months after major renal surgery (0.4% and 0.3% [p=0.91]) or cystectomy (1.3% and 0.8% [p=0.44]) for patients with and without cancer. The cost for 28 days of Tinzaparin 4.500 IE administered by the patient was €112, whereas the cost if administered by a community nurse was €1.988.Conclusions: Our study questions the different recommendations in thromboembolic prophylaxis between patients with and without cancer after major renal surgery and cystectomy.

Objective: This study aimed to evaluate the efficacy of treatment for incontinence due to neurogenic detrusor overactivity (NDO) and idiopathic detrusor overactivity (IDO) with onabotulinumtoxinA (BoNT-A) at Aarhus University Hospital, Skejby, Denmark.Materials and methods: The data were collected retrospectively by systematic review of the patient records from March 2003 to May 2012. Patients treated with BoNT-A over the age of 18years were included. Treatment indication, diagnosis, adverse events, treatment interval, duration of effect and effect grade were registered. Follow-up data were collected by a telephone interview 4weeks after treatment.Results: The study identified 219 patients, who received a total of 657 treatments during the period. Full effect of the treatment was experienced in 71%, intermediate effect was seen in 16% and low effect in 3%. There was no difference in effect duration between the IDO and NDO groups. The most common adverse event was the need to perform clean intermittent self-catheterization; 27% of all patients experienced this. Urinary tract infections were reported in 5% of procedures and significant haematuria in 1%. These findings correspond with the results of other published studies.Conclusion: BoNT-A is a safe and effective treatment for incontinence in IDO and NDO.

We review advances in research methodology used in global strategy research and provide suggestions on how researchers can improve their analyses and arguments. Methodological advances in the extraction of information, such as computer‐aided text analysis, and in the analysis of datasets, such as differences‐in‐differences and propensity score matching, have helped deal with challenges (e.g., endogeneity and causality) that bedeviled earlier studies and resulted in conflicting findings. These methodological advances need to be considered as tools that complement theoretical arguments and well‐explained logics and mechanisms so that researchers can provide better and more relevant recommendations to managers designing the global strategies of their organizations.