[SOLVED] CS代写 GSBS6481 International Business Strategy

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GSBS6481 International Business Strategy

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Week 4: The Institution-Based View of International Business Strategy

Reference & Readings
Institutions
Formal institutions
Informal institutions
Transaction costs
Institutional distance
National cultural differences
Key concepts
Peng, (2017), Global Strategy, 4th ed. USA: Cengage Learning.
Chapter 4 Emphasizing Institutions, Cultures, and Ethics
Fuentelsaz, L., Garrido, E., Maicas, J. P. 2020. The effect of informal and formal institutions on foreign market entry selection and performance. Journal of International Management, 26, 1-17.
DiMaggio, P. J., Powell, W. W. 1983. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American sociological review, 48, 147-160
Li, W., Hendrischke, H. 2020. Chinese outbound investment in Australia: From state Control to entrepreneurship. The China Quarterly, 243, 701-736.

Historical development of institutional theory
The institution-based view in international business strategy
– What do institutions do?
– Formal vs. informal institutions
Institutions and culture
Case study: Chinese Outbound Investment in Australia

Early institutional theory in economics
Early institutional economists challenged the conventional cannon that economics could be reduced to a set of universal laws
Instead they insisted that economic processes operated within a social framework that was in turn shaped by a set of cultural and historical forces
Individual behaviour as governed by habit and convention (Thorstein Veblen)
‘Transaction’ as a more appropriate of analysis for individual choice ( )
Time and space in economics ( )
Source: based on Scott (2008) Chap 2

Early institutional theory in sociology
and bureaucracy
What is bureaucracy?
A model for a rational and efficient large organization; an ideal form of organizational structure
Characteristics of bureaucracies
Hierarchy of authority; impersonality, written rules of conduct, promotion based on achievement, specialized division of labor, efficiency
Cost of bureaucracies
Loss of individuality, loss of autonomy, lack of individual freedom, specialization
“Bureaucracy, the rational spirits’ organizational manifestation, was so efficient and powerful a means of controlling men and women that, once established, the momentum of bureaucratization was irreversible” (DiMaggio & Powell 1983)

Neoinstitutional theory in economics
Transaction cost economics
Institutions and the transaction cost theory
What is transaction costs?
Why is transacting increasing costly?
Institutions for reducing uncertainty and thus transaction costs

Neoinstitutional theory in sociology
From ‘iron cage’ to ‘institutional isomorphism’ (organizations / firms are becoming more and more similar)
Three mechanisms of institutional isomorphic change
Please refer to DiMaggio, P. J. and W. W. Powell (1983). “The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields.” American sociological review: 147-160.(supplementary readingof this session), especially its introduction (p.147) and the section “Three Mechanisms of Institutional Isomorphic Change” (pp.150-152); and discuss the following questions
What do coercive, mimetic, normative mechanisms mean?
Can you identify any examples of those mechanisms?

An Institutional Framework

Formal and informal institutions govern individual and firm behavior
Formal and informal institutions are supported by three “pillars” (Scott)

Institution-based view of strategy
“Institutions are the rules of the game in a society.” (North)
Institutions are more than background conditions
Formal and informal institutions
Institutions directly impact a firm’s formulation and implementation of strategy
Institutions matter.
But, how do they matter?

What Do Institutions Do?
Institutions affect the strategy of firms by:
Reducing uncertainty.
Signaling conduct as acceptable or not, which constrains the range of acceptable actions.
Uncertainty can lead to transactions costs
Transaction costs: Costs associated with economic transactions—or more broadly, costs of doing business
A major source of transaction costs: Opportunism
The possibility of opportunism introduces uncertainty

How to Reduce Uncertainty?
Two kinds of institutions—informal and formal— reduce uncertainty in economic transactions
Arm’s-length transaction: based on formal institutions
Formal, rule-based, exchange with third-party enforcement
Relational contracting transaction: based on informal institutions – Informal, relationship-based, personalized exchange

Formal v.s. Informal Institutions
Formal Institutions
An expensive legal and regulatory framework of courts, lawyers, regulators, and other mechanisms that enforce laws and regulations to facilitate the widening of markets
Benefits of formal Institutions
Support arm’s-length transactions by bringing distant parties (strangers) together.
Foster rule-based transactions that attract new players into a global economy that cannot operate on informal institutions alone.
Facilitate economic expansion and growth
Informal institutions.
Constraints on socially sanctioned norms of behavior
Norms, cultures, ethics etc.
Informal institutions suggest expected behaviours
Unwritten “rules”
If formal constraints fail, informal constraints play a larger role in reducing uncertainty
E.g. Guanxi in the Chinese culture
Especially important during transitions

Formal versus informal institutions: Costs and Benefits

Formal, Rule-Based, Impersonal Exchange
Informal Relationship-Based Personalized Exchange
Peng, Global Strategy, 4th Edition

Institutional distance and foreign market entry selection

Institutional distance refers to the extent of similarity or dissimilarity between the regulatory, cognitive and normative institutions of two countries
There are a number of strategic implications to multinational corporations, e.g. their market entry selection

Fuentelsaz, L., Garrido, E., & Maicas, J. P. (2020). The effect of informal and formal institutions on foreign market entry selection and performance. Journal of International Management, 100735.

The model of culture

Culture is like an iceberg.Much is hidden from sight, even for its members.

Hofstede’s cultural dimensions
Hofstede was one of the first researchers to measure national culturalanalyze the influence of NATIONAL culture on management practices

EGP, IND, MEX, RUS

Comparing cultural differences across nations
The website that enables you to easily compare cultural differences across nations based on Hofsted’s cultural modelhttps://www.hofstede-insights.com/country-comparison/

assumption

assumption

with Prof., a founder of the cross-culture management

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