Embeddedness

About: Embeddedness is a research topic. Over the lifetime, 4773 publications have been published within this topic receiving 229721 citations.

Towards an economic-geographical approach to the globalisation of the hotel industry

Abstract: In the field of economic geography, the hotel industry is largely under-researched. Meanwhile, its worldwide development has reached the level whereby it can no longer be neglected by economic geographers if the tourism production system and, more generally, the globalisation of services are to be understood. The argument of this paper is twofold. First, it is contended that an economic-geographical approach to the hotel industry can significantly enhance our understanding of this important sub-sector of tourism. Although the paper recognises the useful insights into the internationalisation/globalisation of the hotel industry elaborated within management and business studies, it argues that they fall short of exploring the globalisation of the hotel sector in three important respects: the multi-actor nature of the hotel industry, the territorial embeddedness of hotel groups in host markets and the influence of expanding hotel groups on economic development. Given that these gaps are geographical in natur...

The mixed embeddedness of transnational migrant entrepreneurs: Moroccans in Amsterdam and Milan

Abstract: This article addresses transnational migrant entrepreneurship – migrant entrepreneurs establishing businesses that span across borders. The article contributes to this field by applying the mixed e...

Choose to Fight or Choose to Flee? A Network Embeddedness Perspective of Executive Ship Jumping in Declining Firms

Abstract: Research summary: Executives in declining firms may engage in ship-jumping behavior (i.e., voluntarily move to new employers before the failure occurs) to avoid the stigma of failure. However, it is unclear how executives decide whether or not to jump ship. Building on a network embeddedness perspective, we highlight how three network-based indicators (i.e., executive social capital, the social capital of other peers in the declining firm, and the declining firm's alliance network) influence the executive-level ship-jumping decision by shaping its benefits and opportunity costs. Using data from executives at failing firms in China, we find support for our hypothesized relationships. Our research provides important insight into the network mechanisms driving the ship-jumping decision. Managerial summary: Executives at failing firms have a choice: stay and attempt to rescue the firm from failure or exit and avoid the stigma of the failure (i.e., jump ship). Yet, little is known about what factors affect this choice. We propose that social capital plays an important role in the decision. Our evidence from specially treated (*ST) public firms in China finds that ship jumping is lowest at low and high values of social capital, and highest at moderate levels of social capital (an inverted U-shaped relationship). In addition, higher levels of peer social capital (in the declining firm) as well as a well-established firm-level alliance network discourage the ship-jumping choice. Copyright © 2017 John Wiley & Sons, Ltd.

Organizational Learning and Institutional Embeddedness

Abstract: This book can be read from a variety of angles. One is from the point of view of its contribution to an emerging theory of the firm based on the problem-solving competences that organizations embody. From another angle, one may appreciate what it adds to the understanding of the variety in the patterns of evolution of business corporations in different countries. Yet from another perspective, it may be considered a contribution to the analysis of how the broader institutional context shapes and constrains corporate strategies and organizational change. Indeed, our suggestion is that these perspectives are highly complementary, unified by what we shall call, paraphrasing Richard Nelson, a theory of coevolution linking organizational forms, technologies and institutions. Admittedly, one is still far from the full development of such a theory: however, contributions like those contained in this volume suggest, in our view, the promises of the research programme and the constructiveness of a dialogue between historians, economists and scholars from other social disciplines, whereby theories and historical analyses mutually enrich each other. It is a dialogue which runs from ‘foundational issues’ — concerning, for example, what is the nature of business organizations, what degree of rationality one should attribute to economic agents, etc. — all the way to the ‘grand’ historical conjectures on the determinants of the broad patterns of socio-economic organizations as we observe them. It is this thread that we shall explore in this introduction.

Parent hostility and spin‐out performance

Abstract: Prior research has focused on the performance implications of positive or neutral parent-child relationships, but neglected negative, conflict-laden relationships. This study explores from an embeddedness perspective whether parent hostility (degree to which an incumbent firm disapproves of the spawning of a spin-out from within its ranks) affects spin-out performance and how spin-outs can effectively react to it. Analyses of 144 technology spin-outs support our arguments that spin-outs suffer negative consequences from hostility. These are less severe, however, if the spin-out pursues effective network development.