Session 151

Networks and Collaborative Arrangements

Track G

Date: Monday, October 5, 2015


Time: 16:45 – 18:00


Room: Governor's Square 14

Session Chair:

  • Ilya Cuypers, Singapore Management University

Title: Domestic Alliance Networks and Regional Strategies of MNEs: A Structural Embeddedness Perspective


  • Viacheslav Iurkov, BI Norwegian Business School
  • Gabriel R G Benito, BI Norwegian Business School

Abstract: In this paper, we examine the role of structural embeddedness in the domestic network in regional and global strategies of the multinational enterprise. Using panel data on 74 companies from the information and communication technology industry, we find that domestic structural embeddedness can affect companies’ home-region orientation in both positive and negative ways. In particular, we suggest that individual over-embeddedness increases the propensity of a company to expand intra-regionally, while being located in a dense group of relationships can be beneficial to inter-regional expansion. With this paper, we aim to motivate more rigorous theoretical and empirical specification of the home regionalization phenomenon.

Title: Evolution of Network Position in Cross-Border VC Syndication Networks


  • Ying Geng, University of Maryland-College Park
  • Waverly Ding, University of Maryland

Abstract: In this paper, we investigate the question how a firm’s network position changes when they expand into foreign markets and tap into a new network. Specifically, we empirically examine the change of a venture capital (VC) firm’s position in local syndication networks when it engages in transactions in different countries. The target of our study is the population of all U.S. VC firms that have invested in China from the beginning of the VC industry in China to 2011. With comprehensive VC investment data both foreign and Chinese indigenous firms, we map out the syndication networks in the U.S. and in China and explore whether a VC firm that is occupying a central position in the U.S. syndication market will maintain an equally central position after it enters the Chinese VC market.

Title: The Effects of Distance and Distinctiveness on the Choice of Governance Mode in Cross-Border Collaborative Agreements


  • Ilya Cuypers, Singapore Management University
  • Gokhan Ertug, Singapore Management University
  • Niels Noorderhaven, Tilburg University

Abstract: Firms engaging in international collaboration face a fundamental choice between equity-based (joint venture) and non-equity based (contractual alliance) forms of governance. Transaction cost economics explains this decision on the basis of the behavioral uncertainty associated with a given collaboration. We build on the literature that has linked distance between the home countries of collaborative partners to behavioral uncertainty and bring this literature a step further by building on social psychological insights. We develop theory concerning the interactive sub-additive effects of different dimensions of distance (cultural, language, and religious) on the choice of governance form in cross-border collaborative agreements. Our framework and the results suggest that the recognition and incorporation of the psychological mechanisms through which different factors lead to decisions can fruitfully augment transaction-cost based analysis.

Title: Toward a Network-based International Structure


  • Vandana Pragada, Capgemini
  • Subramanyam Raghunath, Indian Institute of Management - Bangalore
  • Elizabeth Rose, University of Otago

Abstract: What has to happen to facilitate a firm’s shift from a local strategy to a global one? Many scholars advocate the use of a network-based international structure to support a globally-oriented strategy. However, relatively little is understood about the process of transitioning toward such an organizational configuration. We investigate this issue based on a longitudinal case study of Capgemini, following its transformation from a regional presence to a global organization with a network-based structure that leverages heavily on operations in emerging markets. These organizational changes were motivated by – and fully consistent with – Capgemini’s strategic goal of becoming a global player and were executed in the midst of a tumultuous external environment.

All Sessions in Track G...

Sun: 08:00 – 09:15
Session 32: Microfoundations of international strategic management: Opportunism, trust, and bounded reliability
Sun: 09:45 – 11:00
Session 279: Formal theory in strategy - A primer
Sun: 11:15 – 12:30
Session 33: Methodological challenges in publishing international strategy research
Sun: 16:15 – 17:30
Session 209: Institutions and Emerging Markets
Sun: 17:45 – 00:00
Session 315: Global Strategy Business Meeting
Mon: 08:00 – 09:15
Session 126: Entry Mode & Cross-Border Acquisitions
Mon: 11:15 – 12:30
Session 149: Management and Coordination of Multinationals
Mon: 13:45 – 15:00
Session 128: Emerging Markets
Mon: 16:45 – 18:00
Session 151: Networks and Collaborative Arrangements
Tue: 08:00 – 09:15
Session 129: Foreign Direct Investments
Tue: 11:00 – 12:15
Session 127: Institutional Context
Tue: 14:15 – 15:30
Session 266: Offshoring
Tue: 15:45 – 17:00
Session 130: International Diversification
Session 150: Location and Geography
Tue: 17:30 – 18:45
Session 208: Internationalization Strategies and Performance

Strategic Management Society