Index

Citation

(2020), "Index", Andersen, T.J. and Torp, S.S. (Ed.) Adapting to Environmental Challenges: New Research in Strategy and International Business (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 229-236. https://doi.org/10.1108/978-1-83982-476-020200011

Publisher

:

Emerald Publishing Limited

Copyright © 2020 Emerald Publishing Limited

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INDEX

Abstracted notion

, 217

Adaptability

, 36, 40

Adaptive capability

, 36

Adaptive corporate performance, AS and IC on

, 67–81

Agency theory

, 109

Aggravation of managerial risk aversion

, 112

Agile innovation

, 11

Ambidexterity

, 10

Ambition-position asymmetry

, 216

Ambitious resource-poor firms

, 223

AMOS 25 SEM software

, 78

Anti-corruption operations

, 99

Artificial intelligence

, 13

Asian business communities

, 207

Aspiration

, 216

Asymmetry-based view (ABV)

, 221

Asymptotically Distribution-Free estimator (ADF estimator)

, 47

Attitude

, 216

Attitudinal asymmetries

, 222

Autonomous initiatives

, 68–69

Autonomous strategy-making (AS)

, 68, 81

Autonomy

, 41

Average variance extracted (AVE)

, 74

“Badness-of-fit” of model

, 48

Baseline hypothesis

, 109–111

Beliefs

, 168

systems

, 67

Benefits–cost ratio

, 218

Black swan concept

, 3

Blended value

, 138

Bonds

, 99

Bootstrapping

, 47

Boundary systems

, 67

Bricolage approach

, 12

Business contexts

conventional approaches to managing risk

, 5–9

emergence of dynamic adaptive approaches

, 9–14

evolving risk environment

, 2–5

Business Continuity Planning (BCP)

, 8–9

Business portfolio

, 111

Camargo

, 98

Capability-driven processes

, 11

Capitalism

, 136

Car Wash investigation

, 94

Cartel

, 96

Causation

, 4

Centralized IT-enhanced decision-making approaches

, 10

Change

, 20–21

environmental change as variation in choice/determinism framework

, 24–25

literature review

, 21–23

strategic actions and pressures

, 25–29

Chi-square difference test

, 72

Chi-square measure

, 48

Chi-square test of measurement model

, 78

Chief Risk Officer (CRO)

, 7

Chinese cultural

, 225

Chinese firms

, 215–216

Choice

, 20–21, 24

theorists

, 23

Clear strategic positioning

, 165–166

Clustering

, 28

Collective intelligence

, 12

Comisión Nacional del Mercado de Valores (CNMV)

, 116

Committee of Sponsoring Organizations of the Treadway Commission (COSO)

, 6

Common law

, 146–147

Common method bias

, 44–45, 72

Community Eco-Management and Audit Scheme (EMAS)

, 168

Competitiveness

, 209–210

Complex adaptive systems

, 3

Complexity

, 24

Composite reliability (CR)

, 74s

Composition-based competition

, 216

Composition-based view (CBV)

, 216

abstracted notion

, 217

self-imposed constraints

, 217–218

unclear positioning

, 216–217

Compositional advantage theory

, 218

compositional strategies to improving value/cost ratio

, 220

expansion process

, 223–224

redefining compositional advantage

, 218–219

success factors for compositional strategies

, 221–222

unpacking compositional advantage

, 219–221

Compositional capability

, 217

Concentration

, 25–26, 29

Concurrent validity

, 172

Confirmatory factor analysis

, 45–46, 72, 73

Constructivist approach

, 193

Contextual ambidexterity

, 10

Contextual variables

, 200

Control variables

, 117, 172

Conventional decision-making models

, 5

Convergent validity

, 172

Cooperation agreements

, 172

Corporate

corrupt non-market strategies

, 88

culture

, 38

diversification–CSR relationship

, 113

entrepreneurship

, 11

finance scholars

, 6

reputation

, 110

responsible behavior

, 13

strategies

, 113

Corporate corruption

, 88

research

, 91

Corporate social responsibility (CSR)

, 107, 134

communication

, 137

complementary and robustness results

, 121

descriptive statistics

, 118

empirical analysis

, 115–117

engagement

, 108

formalisation

, 108–111

implementation

, 108

measurement of variables

, 116–117

methodology

, 117

relative organisational costs for

, 111

results

, 117–121

sample and data

, 115–116

Spearman’s correlation matrix

, 118

theoretical background and hypotheses

, 109–115

Corporations

, 88

Corrupt actors

, 101

Corrupt non-market strategies

, 89

analysis

, 92–93

Cartel

, 96

data and sample

, 91–92

enactment of strategies

, 100

external shocks

, 99

institutionalization of Cartel

, 97–98

institutionalization of corruption

, 90

mediating conflicts within Cartel members

, 100–101

Petrobras

, 93–94

Petrobras Governance

, 94

Petrobras Scandals

, 94

pressures within firms

, 97

researching corporate corruption

, 91

stability across firms

, 98–99

sub-conclusion

, 90

Corrupt strategies

, 88

Corruption

, 87–88, 102

contribution to empirical research on strategy and

, 102–103

Cost leadership

, 219

Critical rationalism

, 193–194

Critical realism

, 193, 194–195

Crowdsourcing techniques

, 12

Cultural dimensions of Chinese internationalization

, 224–226

Cultural-cognitive elements

, 202–204

Cultural-cognitive theorists

, 204

Culture

, 203

corporate

, 38

global corporate

, 206

Cumulative average returns (CAR)

, 138

Data collection

, 71–72

Deagglomeration

, 28

Decentralized IT-enhanced decision-making approaches

, 10

Decision-making decentralization

, 41

Decision-support systems

, 8–9

Defensive strategy

, 181

Demographics

, 28

Dependent variable

, 116, 171

Descriptive analysis

, 48–54

Design thinking

, 10

Determinism

, 20–21, 24–25

Development strategies

, 113

Diagnostic controls

, 67–68

Differentiated choice

, 24

Direct economic costs

, 5

Direct economic losses

, 5

Disagglomeration

, 28

Discriminant analysis

, 29

Diversification

, 50, 108

strategies as moderators

, 111–115

Diversified firms

, 113–114

Downside risk

, 37, 42, 46, 56

Dynamic adaptive approaches, emergence of

, 9–14

Dynamic adaptive systems in organization

, 11

Dynamic strategy-making model

, 69

Dynamism

, 9–10, 24

Ecological views

, 22

Economic profitability

, 117

Effectuation

, 4

Elementary strategies

, 221

Emergent responses (ER)

, 79

Emerging economy enterprises (EEEs)

, 217

Empathy

, 209–210

Employee

characteristics

, 206–209

participation in decision-making

, 38

Enterprise risk management (ERM)

, 5–8

Entropy index

, 116

Environment(al)

, 23

determinism

, 21

disruptions

, 9

policy

, 146

Environmental change

, 20

as variation in choice/determinism framework

, 24–25

Epistemology

, 193–195

Ethisphere

, 135–137, 141, 151, 154

Event study

, 141–142, 146–147

Explanatory variable

, 116

Exploratory factor analysis

, 73

Explorer strategy

, 174

External shocks

, 99

F statistic

, 174

Factor analysis

, 45

Firm-level variables

, 138

firms’ visibility in market

, 138

firms’ vulnerability in market

, 138–139

moderation effects

, 139–140

moderation on firms’ economic visibility

, 140

moderation on firms’ economic vulnerability

, 140–141

Firm(s)

, 38, 88, 136, 167

firm-based predictors

, 147

firm-specific perspective of IB studies

, 190

firm-specific variables

, 138

firm-wide understanding

, 40

institutionalization of corruption within and across

, 102

scope

, 111

size

, 108–111

stability across

, 98–99

using strategic planning

, 39

Foreign direct investments (FDIs)

, 223

Formal planning

frameworks

, 5

practices

, 36–37

strategic planning

, 43–44

Formalisation of CSR

, 108–111, 113

Fornell–Larcker criterion

, 48

Freedom of press

, 146

“Full mediation” of relation

, 53, 55

Functional organizational framework

, 201

Game theory

, 88

Generic perspective of IB studies

, 190

Geographic dispersion

, 50

Global corporate culture

, 206

Global Reporting Initiative (GRI)

, 109, 111, 137

standards

, 138

Goodness-of-fit index (GFI)

, 78

Green Technologies (GREENT)

, 164–165, 167, 171

data

, 170–171

dependent variable

, 171

descriptive statistics and correlations of study variables

, 173

direct and positive impact of

, 165–166

direct effects

, 167, 178–179

independent variables

, 171–172

infer causality

, 181

managerial commitment

, 168

measurement instruments

, 182

method of analysis

, 174

methodology

, 170

moderating effects of analyzer strategy

, 179

moderating effects of managerial commitment

, 180

moderating effects on green technologies

, 169–170

prospector strategy

, 168–169

results

, 174–178

sustainability

, 163–164

sustainability performance

, 179–180

theoretical framework

, 166–167

variables

, 171

Harman’s one-factor test

, 45, 48, 72

Heads of Marketing and Sales (HMS)

, 72

Heuristics

, 13

Hierarchical linear modeling (HLM)

, 142–143

Hierarchical moderated regression analysis

, 117, 119

High-reliability organizations (HROs)

, 12–13

Hrebiniak and Joyce’s typology

, 33–34

Human agents

, 196

Human motivation theories

, 38–39

Hypotheses

, 69–71

Illegal mediation agents

, 101

Incremental choice

, 24

Independent certification

, 156

Independent variables

, 171–172

Industry level variables

, 23

Information Technologies (IT)

, 164–165

Institutional perspective

, 23

Institutional theory

, 138

in organizational studies

, 203–205

Institutional variables

, 139–140

Institutionalization

of Cartel

, 97–98

of corruption

, 90

Institutionalized deviant practices in corporations

contribution to empirical research on strategy and corruption

, 102–103

corrupt non-market strategies

, 89–101

institutionalization of corruption within and across firms

, 102

Insurance contracts

, 5

Interactive controls (IC)

, 67

International business studies (IB studies)

, 190

applying phenomenological approach on Maersk case

, 205–209

consequences of employing one or other philosophy of science

, 198–200

consequences of selecting one philosophical approach over another in

, 196–198

critique of Morgan’s organizational metaphors

, 201–203

empathy vs. competitiveness

, 209–210

institutional theory and phenomenology in organizational studies

, 203–205

phenomenology

, 195–196

philosophical perspectives

, 190–191

philosophy of science

, 193–194, 210–212

positivism and critical rationalism

, 194

relationship between context and organization

, 200–201

structuralism and critical realism

, 194–195

tendencies in

, 191–192

International Organization for Standardization (ISO)

, 6, 168

Internationalisation

, 50, 108

high level of

, 121

internationalisation–CSR relationship

, 113

low level of

, 121

strategies as moderators

, 111–115

Intrapreneurship

, 11

Investors’ decisions shape firms’ market value

, 147–151

Isomorphic behaviors

, 23

Journal of International Business Studies (JIBS)

, 192

Journal of World Business (JWB)

, 192

K⊘bmandsstandens oplysningsbureau (KOB)

, 72

Kolmogorov–Smirnov test

, 78

Lava Jato Operation

, 94

Learning hypothesis

, 112

Legitimacy

, 137

Leverage (LEV)

, 117

Likert scales

, 45

seven point

, 73–74, 171

Lobbyists

, 100

Lower managerial employment risk

, 112–113

Maersk case, applying phenomenological approach on

, 205–209

Managerial choice

, 22

Managerial commitment

, 168–170

Managerial Commitment to Sustainability (MANCOM)

, 171

Managerial risk aversion, aggravation of

, 112

Market

firms’ visibility in

, 138

firms’ vulnerability in

, 138–139

Market model (MM)

, 142

Market reaction

, 146–147

to ethical certification announcements

, 141

Maximum choice

, 22, 24

Measurement instruments

, 72–74

Measurement model

, 78

Mediating variable

, 44

Mediation

, 44

Metaphors

, 200

critique of Morgan’s organizational

, 201–203

Morgan’s illustration of

, 201

Micro-politics

, 42

Middle managers

, 36–38

early signals

, 44

participation in decision-making

, 37–39

Migration

, 26, 28–29

Miles and Snow’s strategic typology

, 172

Minimum choice

, 24

view

, 21

Moderating variables

, 116

Moderation on firms

economic visibility

, 140

economic vulnerability

, 140–141

Money launderers

, 100

Morgan’s organizational metaphors, critique of

, 201–203

Multitheory approach

, 109

Multivariate analysis

, 48–54

Munificence

, 24

Natural resource-based view (NRBV)

, 165–166

Non-financial information

, 134

Non-market strategy

, 88–89

Non-quality costs

, 172, 177

Normal theory approach

, 47

Normative element in organizational studies

, 204

Normed fit index (NFI)

, 78

“One size fits all” communication strategy

, 157

Ontological constructivism

, 193

Ontological realism

, 193

Ontology

, 193–194

Operational hedging

, 9

Organization(al)

ambidexterity

, 10

approaches

, 22–23

context

, 199–200

ecology

, 21

existence

, 20

legitimacy

, 136

signals

, 12

slack

, 50

studies

, 9

task environment

, 24

Overshooting

, 29

Partial mediation

, 55

Participation

, 40–44

Participative decision-making

, 45

for strategic responsiveness

, 37–39

Pearson’s correlation coefficient

, 118

Peripheral sensing

, 11

Petrobras

, 93–94, 103

Governance

, 94

Scandals

, 94

Phenomenology

, 190, 193, 195–198

in organizational studies

, 203–205

Philosophical approach

, 190, 196–198

Philosophies of science

, 190–191, 193–194

consequences of employing one or other

, 198–200

in IB

, 210–212

Planned opportunism

, 11

Planning

in fostering strategic responsiveness

, 39–40

interplay

, 40–44

Plea agreements

, 91

Pollution prevention

, 166

Population

ecologists

, 23

ecology

, 21

pressure

, 28

Positivism

, 190, 193–194, 197

Predictive validity

, 172

Proactive environmental management

, 168

“Problemistic search“

, 136

Production stewardship

, 166

Product–market scope

, 108

Profits

, 25

Prospector Strategy (PROACT)

, 168–170, 172

Psychological approaches

, 22–23

Qualitative phenomenological approach

, 198–199

Qualitative research

, 199

Qualitative studies

, 66, 193

Quantitative studies

, 193, 199

Quantitative-oriented natural-science approach

, 194

Quantitatively oriented natural-science approaches

, 197

Random effects model

, 142–143

Reality

, 2, 7, 191, 193, 195–197, 203–204, 210

Redefining compositional advantage

, 218–219

Regression models

, 121

Regulative element in organizational studies

, 203–204

Reputation spillover effects

, 136

Research design

, 71–72

Resilient/resilience

, 3

alternative conceptualizations

, 4

organizations

, 3

Resource-based view (RBV)

, 109, 216

Resource-poor firms

, 216–217, 221

CBV

, 216–218, 224

Chinese

, 225

cultural dimensions of Chinese internationalization

, 224–226

theory of compositional advantage

, 218–224

Resource-poor latecomers

, 223

Return on assets (ROA)

, 46, 74

Reverse asymmetries

, 221

Risk

conventional approaches to managing

, 5–9

evolving risk environment

, 2–5

Robustness checks

, 54

Root Mean Square Error Approximation (RMSEA)

, 45, 78

“Rule of thumb” heuristics

, 156

Sandcastle activities

, 99

Satorra–Bentler Chi-square statistic

, 48

Scripts

, 204

Scrum processes

, 10–11

Self-imposed constraints

, 217–218

Self-selection hypothesis

, 112

Semi-structured interviews

, 199

Shared value

, 138, 168

Single theory

, 109

Sistema de Análisis de Balances Ibéricos (SABI)

, 170

Small and medium-sized enterprises (SMEs)

, 217

Small firms

, 110–111

Sobel test

, 47

Social Accountability International

, 137

Social network analysis

, 11

Social reality

, 203

Sociedad de Análisis de Balances Ibéricos (SABI)

, 116

Socio-cognitive resources

, 12

Solid corporate reputation

, 114

Spanish economy

, 165

Spearman’s correlation matrix

, 118

Stability across firms

, 98–99

Statistical tests

, 72

Steiger–Lind RMSEA

, 48

Stock market

, 137

Strategic choice

, 22

theorists

, 23

Strategic planning (SP)

, 36, 39–41, 66, 69

emphasis on

, 45–46

in firms

, 43–44

middle manager participation and emphasis

, 45

Strategic responsiveness

, 36–37, 46

data

, 44–45

measures

, 45–48

methods

, 44–48

participation and planning interplay

, 40–44

participative decision-making for strategic responsiveness

, 37–39

planning in fostering strategic responsiveness

, 39–40

results

, 48–54

theoretical background and hypotheses

, 37–44

Strategic/strategy

actions and pressures

, 25–29

adaptiveness

, 36

autonomy

, 66

decision-makers

, 5

scholars

, 91, 102–103

strategy-making model

, 66–67

Structural ambidexterity

, 10

Structural equation modeling (SEM)

, 47, 53, 80

Structuralism

, 190, 193, 194–195, 197

Sub-conclusion

, 90

Superior price–value ratios

, 218

Sustainability

, 134, 163–164, 166

development

, 166

Sustainability Performance (SUSPERFOR)

, 164, 171

Sustainable development strategy

, 166–167

Symbols

, 203–204, 211–212

Templates

, 204

Tendencies in IB studies

, 191–192

Time dimension

, 217

Top brand variable

, 147

Top-management

, 202

team functions

, 204

Total Design Method

, 170

Total quality management system

, 171

Tourism firms

, 165

Transition strategy

, 221

Transparency

, 146

Triple Bottom Line

, 164

Trusts

, 99

Tucker–Lewis index (TLI)

, 78

Uncertainty

, 8–10, 36, 67, 70, 134, 151, 154, 156

absolute

, 4

high environmental

, 68

in industries

, 24

information

, 135, 139–140

Unclear positioning

, 216–217

Unpacking compositional advantage

, 219–221

Value bias issue in data handling

, 193–194

Value creation

analytical model

, 142–146

attractiveness of CSR communication

, 135–136

background and model

, 136–138

complement CSR communication

, 156–157

correlation matrix

, 144–145

CSR communication

, 151, 154

event study

, 141–142

firm-level variables

, 138–141

HLM regression

, 152–156

investors’ decisions shape firms’ market value

, 147–151

market reaction

, 146–147

variable definitions and statistics

, 160–161

voluntary disclosure of CSR

, 134–135

Value neutrality

, 193

Value/price ratio

, 218

Variable definitions and statistics

, 160–161

Variance inflation factors (VIF)

, 118

Victim mentality

, 225

Weighted Least Squares with Mean and Variance (WLSMV)

, 47–48, 50

Weighted Root Mean Square Residual (WRMR)

, 48, 50, 53

Wicked problems

, 5, 8–9