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عنوان فارسی مقاله:
پیش بینی های استراتژی غیرمستقیم برای شرکت های خارجی
عنوان انگلیسی مقاله:
Nonmarket strategies predictors for foreign firms
سال انتشار : 2017
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3. Firm resources, role, and nonmarket strategies
This section explores the relationships between the preference of firm to use a transactional or relational nonmarket strategy and their available resources and role of the firm in the host environment. The literature identified the following main resources and roles: firm size, experience, market scope, regional headquarters role, level of autonomy, and common practices. 3.1. Size A strong held perspective in the literature indicates that size plays an important role in the strategic nonmarket behavior of firms (Hillman et al., 2004; Lux et al., 2011). Foreign firms with a large resource and employment base have more assets at risk, reason for which they are more likely affected by nonmarket issues and changes in the host environment. Accordingly, these firms can benefit or lose to a greater extent from changes related to legislation, regulations and standards (Masters & Keim, 1985). Consistently, Bhuyan (2000) designates that large firms would gain more from beneficial regulation than small and medium sized firms, which often chose to free ride on the expense of large firms. Moreover, large firms are more interdependent on many stakeholders and nonmarket institutions (Mahon et al., 2004; Meznar & Nigh,1995). They are motivated to develop and maintain long term relations and networks with these stakeholders to solidify trust and reputation. Furthermore, large firms enjoy a higher visibility in the host setting. Due to the higher visibility, these firms are more vulnerable to the power of the government, media and other political and social nonmarket related actors (Getz, 1997). ‘The larger a firm becomes, the more likely it is to catch the public’s eye’ (Meznar & Nigh, 1995; 980). Even though size seems to impact nonmarket actions taken, it is not clear whether large foreign firms prefer relational or transactional nonmarket strategies. A possible relation can be found in the rationale of the organizational resources firms have at their disposal: large-sized firms have general more resources than small and medium sized firms to build long term relationships (Hillman et al., 2004). In particular, firms with more resources to spent, more employees to assign, have more possibilities for continuous and long term involvement in the nonmarket arena (Bhuyan, 2000). It becomes relevant for them to develop relationships with stakeholders, consequently they are more likely to pursue relational nonmarket strategies. Therefore, we formulate the following hypothesis: Hypothesis 1. The larger the size of the foreign firm, the higher the likelihood that it uses a relational nonmarket strategy rather than a transactional one. 3.2. Host country experience The experience of a foreign firm in the host country may also determine its strategy and tactics within nonmarket contexts (Baron, 1995; Boddewyn & Brewer, 1994; Getz, 1997; Murtha & Lenway, 1994). More than often, the experience of a foreign firm in the host country is a proxy for the knowledge accumulated in the host setting (social capital) (Boddewyn & Brewer, 1994; Hillman et al., 2004; Hillman, 2003). Liability of foreignness (competitive disadvantage) can arise from the firm lack of experience and unfamiliarity with the local environment; the lack of roots, and legitimacy in this setting. The implications caused by liability of foreignness of foreign firms for the nonmarket context and the strategic choices to deal with, vary by firm, industry, host country and home country (Zaheer, 1995). Experience is also related to reputation and credibility. Studies on corporate political strategies showed that credibility is positively related to experience (Mellahi et al., 2016). Building credible relationships and reputation need time and efforts from firms. Relationships are formed over time between firms and actors in the nonmarket environment. Additionally, credible reputations are intrinsic to social capital. Hence, the experience of a foreign firm in the host country indicates commitment and repeated dealings with host nonmarket related actors throughout the years, over time the firm develops tacit knowledge and abilities to deal with the nonmarket host environment and actors. Firms with more experience can use their relational strategies to influence the nonmarket process. Newly established firms are not yet in the position to have credible relationships with the actors and are therefore more inclined to use transactional strategies. Hence, we expect that the foreign firms with low experience in the host country are more inclined to implement transactional nonmarket strategies. Therefore, we formulate the following hypothesis: Hypothesis 2. The higher the experience of the foreign firm with the host country, the higher the likelihood that it uses a relational nonmarket strategy rather than a transactional one.
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