Now showing 1 - 7 of 7
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Data strategies for global value chains: Hybridization of small and big data in the aftermath of COVID-19

, Rengarajan, Srinath , Narayanamurthy, Gopalakrishnan , Moser, Roger , Pereira, Vijay

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Decision model innovation for competitive productivity (CP) in the airport industry

2021-09-16 , Rengarajan, Srinath , Moser, Roger , Tillessen, Louis , Naraynamurthy, Gopalakrishnan , Reddy, S.S.J.

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Clamoring for a Piece of the Pie: One Belt One Road amid China’s Economic Transformation

2017-02 , Tang, Sheryl , Rengarajan, Srinath

China’s remarkable economic growth - over 10% annually, strongly backed by capital accumulation has been well documented in the past two decades. However, since 2010, China’s GDP growth rate has slipped from double digits to a 20-year low of 6.9% in 2015. Facing issues including increasing labor costs, low efficiency in state owned enterprises, and stagnating productivity improvement, China is making efforts to advance its economic competitiveness with a range of domestic and international initiatives.

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Decision intelligence: Creating a fit between intelligence requirements and intelligence processing capacities

2021-07-03 , Moser, Roger , Rengarajan, Srinath , Narayanamurthy, Gopalakrishnan

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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.

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Strategy tools in dynamic environments – An expert-panel study

2021-04-06 , Rengarajan, Srinath , Moser, Roger , Narayanamurthy, Gopalakrishnan

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Leveraging Social Capital for Strategy Formulation: Lessons from Practice in three Institutional Contexts

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.