Session 117

Learning in Emerging Markets

Track A

Date: Friday, March 11, 2011

 

Time: 11:30 – 12:45

Paper

Room: Room 1-012


Session Chair:

  • Paulo Prochno, University of Maryland

Title: Knowledge Integration in Temporary Organizations: A Study of Firms in Emerging Economies

Authors

  • Jamal Shamsie, Michigan State University
  • Naga Lakshmi Damaraju, Indian School of Business
  • Federico Aime, Oklahoma State University

Abstract: In this paper, we focus on the issue of knowledge integration among the smaller, entrepreneurial firms that tend to dominate the Indian film industry. Because they primarily recruit individuals to work on specific film projects, they must search for a process that allows the various specialists to combine their knowledge with minimal support from the production company. Based on interviews with individuals that work in the industry, we discovered five processes that guide this knowledge integration, all of which suggest that the director must take firm control and manage this integration process. This runs against the expectation that authority will be distributed among the various specialists that must contribute to the development of the film.

Title: Managerial Knowledge and Learning in Brazilian Multinationals: The Pressure of Global and Contextual Forces

Authors

  • Américo Ramos Filho, Petrobras

Abstract: This article intends to verify, from a Brazilian context, a theoretical model that investigates global and contextual issues that influence the management learning in Multinationals. After a review of the literature, the next step was the model definition, operated by four perspectives: international, global, managerial and inter-organizational. A multiple qualitative case study was developed with five multinational Brazilian companies. The central supposition was validated, that the management learning derived from the interaction of holding and subsidiaries/colligates of Multinational corporation is supposed to be subject to convergent and divergent forces, the former related to global and standardized organizational practices and learning by the experience, and the latter, is subject to cultural and organizational singularities: the learning, in this case, is seen as a social practice.

Title: Search in A Distant Land: An Organizational Learning Perspective Of Internationalization and Exploratory Knowledge Search

Authors

  • Toyah Miller, Indiana University

Abstract: This work extends organizational learning theory to examine how internationalization influences exploratory search and explore how the rate and pattern of the firm’s expansion path moderates this effect. Internationalization exposes firms to new knowledge and resources, yet it may place constraints on learning due to its pace and contexts. In a longitudinal study of pharmaceutical firms, this study reveals that depth of international experience, speed of internationalization, and institutional distance moderate the relationship between internationalization and exploratory search. This study provides important contributions to the fields of strategic management, international business, and organizational learning.

Title: The Impact of IT-enhanced Organizational Learning on Performance: The Case of a Developing Country

Authors

  • Enrique Canessa, Adolfo Ibanez University
  • Francisco Morales, University of Colorado, Boulder

Abstract: The link between IT and organizational learning has been an important subject of study since the early 1990s. However, it is still not clear whether or not IT-enhanced organizational learning positively influences organizational performance. Moreover, little research has studied how firms in emerging markets can attain superior efficiency while using IT. Using a categorization of organizational learning activities, we propose that the impact of IT on the performance of firms in an emerging market will differ across two ways of using IT: IT use for exploration and IT use for exploitation. Using a dataset from 48 organizations in Chile, our findings indicate that the predictions between IT-enhanced organizational learning and organizational performance in developed countries hold for firms operating in emerging markets.

All Sessions in Track A...

Fri: 11:30 – 12:45
Session 103: CSR and Environmental Issues in Emerging Markets
Session 111: Performance Issues
Session 114: Internationalization Strategies
Session 117: Learning in Emerging Markets
Session 120: The Characteristics and Effects of the BRIC Economies as Hubs for Regional Economic Development
Fri: 14:15 – 15:30
Session 102: Resources in Emerging Markets
Session 106: Multilatina FDI Strategies
Session 110: Global Competition
Session 112: CSR and Environmental Issues
Session 124: Research Methods for the Study of Competitive Advantage
Fri: 15:30 – 16:45
Session 101: Institutions in Emerging Markets
Session 104: Alliances and Networks
Session 105: Knowledge and Innovation
Session 108: Knowledge and Resources
Session 115: Developing Country Firms
Sat: 10:45 – 12:00
Session 107: Multilatina Performance
Session 113: CEOs and Other Human Resources
Session 123: Banks and their Influence
Session 125: Reviewing Latin America’s Strategic Role in Global Development
Session 126: Publishing and Not Perishing: Strategies for Publishing in Top Journals
Sat: 15:45 – 17:00
Session 100: Entrepreneurship in Emerging Markets
Session 109: Social Issues and Local Development
Session 116: Emerging Market Institutional Reform
Session 118: Management Innovation in Emerging Markets
Session 127: Teaching in Latin America


Strategic Management Society

Rio De Janeiro