Daeil Nam

TL;DR: In this article, the authors examine three key questions raised by the advent of e-business: (1) will the strategy types found among e-Business firms resemble Porter's (1980) generic strategies? (2) will performance differences among ebusiness firms pursuing different types of strategies? and (3) will they find differences in the strategy-performance relationships of pure online firms (pure plays) and firms with both online and offline operations (clicks-and-bricks).

TL;DR: Kim et al. as discussed by the authors showed that Porter's (1980) generic strategy framework is still applicable, albeit in need of some modification, to competition in the digital age, and showed that cost leadership and differentiation can be combined at the same time and must be combined to be successful in e-business.

TL;DR: In this article, the authors examine how MNE divestment decisions differ according to real options vs. risk diversification perspectives and develop competing hypotheses in relation to international diversification and joint ownership control.

TL;DR: In this paper, the authors argue that management consultancy firms can fill institutional voids and thus help firms implement innovation initiatives in emerging markets by combining strands of institutional theory with the resource-based view.

TL;DR: In this article, the authors apply the fundamental tenets of institutional anomie theory to argue that innovation is an outcome of positive deviance and posit that some social institutions (e.g., education, polity) may moderate the relationships between extant cultural dimensions such as achievement, uncertainty avoidance, and in-group collectivism and innovation.