Srinath Rengarajan
Former Member
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Title
Dr.
Last Name
Rengarajan
First name
Srinath

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  • Publication
    Internationalization in Times of a Shifting Policy Environment: A Springboard Perspective in the Chinese Logistics Industry
    ( 2017-07)
    Rengarajan, Srinath
    ;
    Richter, Ulf Henning
    ;
    Zhang, Xiaoxu
    The institution-based perspective has gained increasing attention in international business research. Extant studies on the interactions between organizations and their institutional environment focus on the influence of institutions on organizational conduct and governance and organizational responses to particular institutional situations. We study these responses in the context of the internationalization of emerging market multinationals from a springboard perspective. This paper presents an eclectic classification of organizational strategies in the cases of institutional pressures, multiplicity, and voids. We then apply the lens of institutional perspective and internationalization efforts using springboard strategies on the Chinese logistics industry, at a time when there are significant institutional transitions embodied by the One Belt One Road initiative and the Made in China 2025 policy. In doing so, we intend to shed light on how EM MNEs respond to and leverage their institutional environment for international expansion and development. Further, we identify institutional transitions as field with high potential and invite researchers to devote efforts in understanding strategic responses of organizations in this particular context.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/102225
  • Publication
    Leveraging Social Capital for Strategy Formulation: Lessons from Practice in three Institutional Contexts
    (Strategic Management Society, 2016-12-10)
    Rengarajan, Srinath
    ;
    Richter, Ulf
    ;
    Moser, Roger
    It is well established that social capital has many benefits, including access to information and resources, for organizations and individuals. However, the mechanisms through which managers activate their ties to leverage such benefits are still not well understood. In this paper, we study how managers activate their social capital to identify relevant information and build new frameworks for formulating competitive strategies. A comparative study of managers from Germany, India, and China is expected to provide deeper insights into the specific information gathering activities and kinds of social capital that managers use to formulate their competitive strategies. Further, we make an attempt to provide institutional explanations to the mechanisms employed by managers in their respective country environments.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/103618