Emiliano Finocchi, Susan M. Mudambi, Jennifer Oetzel, Susan Feinberg
{"title":"跨国公司子公司陷入政治危机:以莫桑比克为例","authors":"Emiliano Finocchi, Susan M. Mudambi, Jennifer Oetzel, Susan Feinberg","doi":"10.1002/tie.22429","DOIUrl":null,"url":null,"abstract":"<div>\n \n <p>In political crises, subsidiary-level managers of multinational corporations (MNCs) face critical decisions around managing investment risk. Given the potentially existential threat posed by political crises, this study examines subsidiary responses to political risk. The focus is on the effect of firm crisis experience, threat perception, and managerial social embeddedness on the stay-or-exit decisions. With data from senior managers of 107 MNCs in Mozambique, we test three hypotheses. We find that the crisis experience of the MNC is a significant predictor of managers' threat perceptions (H1). While threat perception positively affects the likelihood of subsidiary exit (H2), the social embeddedness of the subsidiary manager dampens that relationship (H3). Threat perception does not necessarily drive exit likelihood, as subsidiaries led by socially embedded managers with high levels of social interactions with Mozambican and foreign friends are less likely to exit. These findings contribute to the literature on subsidiary-level political risk management and underscore the significance of social embeddedness and crisis experience in shaping subsidiary resilience to political instability. For managers, these results highlight the value of fostering strong local networks and crafting flexible risk management strategies. Such insights are crucial for navigating the complexities of international markets during political turmoil.</p>\n </div>","PeriodicalId":47515,"journal":{"name":"Thunderbird International Business Review","volume":"67 3","pages":"361-375"},"PeriodicalIF":2.2000,"publicationDate":"2024-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"When MNC Subsidiaries Are Caught in a Political Crisis: The Case of Mozambique\",\"authors\":\"Emiliano Finocchi, Susan M. Mudambi, Jennifer Oetzel, Susan Feinberg\",\"doi\":\"10.1002/tie.22429\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div>\\n \\n <p>In political crises, subsidiary-level managers of multinational corporations (MNCs) face critical decisions around managing investment risk. Given the potentially existential threat posed by political crises, this study examines subsidiary responses to political risk. The focus is on the effect of firm crisis experience, threat perception, and managerial social embeddedness on the stay-or-exit decisions. With data from senior managers of 107 MNCs in Mozambique, we test three hypotheses. We find that the crisis experience of the MNC is a significant predictor of managers' threat perceptions (H1). While threat perception positively affects the likelihood of subsidiary exit (H2), the social embeddedness of the subsidiary manager dampens that relationship (H3). Threat perception does not necessarily drive exit likelihood, as subsidiaries led by socially embedded managers with high levels of social interactions with Mozambican and foreign friends are less likely to exit. These findings contribute to the literature on subsidiary-level political risk management and underscore the significance of social embeddedness and crisis experience in shaping subsidiary resilience to political instability. For managers, these results highlight the value of fostering strong local networks and crafting flexible risk management strategies. Such insights are crucial for navigating the complexities of international markets during political turmoil.</p>\\n </div>\",\"PeriodicalId\":47515,\"journal\":{\"name\":\"Thunderbird International Business Review\",\"volume\":\"67 3\",\"pages\":\"361-375\"},\"PeriodicalIF\":2.2000,\"publicationDate\":\"2024-12-22\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Thunderbird International Business Review\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/tie.22429\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Thunderbird International Business Review","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/tie.22429","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"BUSINESS","Score":null,"Total":0}
When MNC Subsidiaries Are Caught in a Political Crisis: The Case of Mozambique
In political crises, subsidiary-level managers of multinational corporations (MNCs) face critical decisions around managing investment risk. Given the potentially existential threat posed by political crises, this study examines subsidiary responses to political risk. The focus is on the effect of firm crisis experience, threat perception, and managerial social embeddedness on the stay-or-exit decisions. With data from senior managers of 107 MNCs in Mozambique, we test three hypotheses. We find that the crisis experience of the MNC is a significant predictor of managers' threat perceptions (H1). While threat perception positively affects the likelihood of subsidiary exit (H2), the social embeddedness of the subsidiary manager dampens that relationship (H3). Threat perception does not necessarily drive exit likelihood, as subsidiaries led by socially embedded managers with high levels of social interactions with Mozambican and foreign friends are less likely to exit. These findings contribute to the literature on subsidiary-level political risk management and underscore the significance of social embeddedness and crisis experience in shaping subsidiary resilience to political instability. For managers, these results highlight the value of fostering strong local networks and crafting flexible risk management strategies. Such insights are crucial for navigating the complexities of international markets during political turmoil.
期刊介绍:
Thunderbird International Business Review is a peer-reviewed journal that is published six times a year in cooperation with the Thunderbird School of Global Business Management, the world"s leading institution in the education of global managers. The journal"s aim is to advance and disseminate research in the field of international business. Its main target audience includes academicians and executives in business and government who have an interest in international business.