{"title":"Evolution of strategy for global value creation in MNEs: Role of knowledge management, technology adoption, and financial investment","authors":"Sheshadri Chatterjee , Ranjan Chaudhuri , Balakrishna Grandhi , Antonino Galati","doi":"10.1016/j.intman.2023.101057","DOIUrl":null,"url":null,"abstract":"<div><p>Global value creation (GVC) by a multinational enterprise (MNE) is an important aspect for maintaining global competitiveness. A firm's dynamic capabilities enable it to integrate, build, and reconfigure internal and external resources and competencies to address and meet customer demands in a rapidly changing business environment in a globalized world. Maintaining an MNE's competitiveness is also important. There are few studies on the MNE dynamic abilities and their influence on GVC strategy. In this context, the aim of this study is to identify the factors impacting global value creation capability of MNEs and to investigate how it could impact global competitive advantage, with financial investment and technology adoption as moderators. A research model was prepared through the lens of dynamic capability view (DCV) and based on literature. It was later validated with CB-SEM using 317 respondents from 12 MNEs. This study has found that knowledge acquisition, knowledge integration, and knowledge connectivity capabilities impact global value creation capability of the MNEs, which in turn impacts global competitive advantage under the influence of financial investment and technology adoption as moderators.</p></div>","PeriodicalId":47937,"journal":{"name":"Journal of International Management","volume":"29 5","pages":"Article 101057"},"PeriodicalIF":5.9000,"publicationDate":"2023-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of International Management","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S1075425323000546","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 1
Abstract
Global value creation (GVC) by a multinational enterprise (MNE) is an important aspect for maintaining global competitiveness. A firm's dynamic capabilities enable it to integrate, build, and reconfigure internal and external resources and competencies to address and meet customer demands in a rapidly changing business environment in a globalized world. Maintaining an MNE's competitiveness is also important. There are few studies on the MNE dynamic abilities and their influence on GVC strategy. In this context, the aim of this study is to identify the factors impacting global value creation capability of MNEs and to investigate how it could impact global competitive advantage, with financial investment and technology adoption as moderators. A research model was prepared through the lens of dynamic capability view (DCV) and based on literature. It was later validated with CB-SEM using 317 respondents from 12 MNEs. This study has found that knowledge acquisition, knowledge integration, and knowledge connectivity capabilities impact global value creation capability of the MNEs, which in turn impacts global competitive advantage under the influence of financial investment and technology adoption as moderators.
期刊介绍:
The Journal of International Management is devoted to advancing an understanding of issues in the management of global enterprises, global management theory, and practice; and providing theoretical and managerial implications useful for the further development of research. It is designed to serve an audience of academic researchers and educators, as well as business professionals, by publishing both theoretical and empirical research relating to international management and strategy issues. JIM publishes theoretical and empirical research addressing international business strategy, comparative and cross-cultural management, risk management, organizational behavior, and human resource management, among others.