Examinando por Autor "De Villa, Maria Andrea"
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Ítem Assessing the needs of international markets against an emerging market company's capabilities: A tool for internationalization(Wiley-Liss Inc., 2019-01-01) Piedrahita C.E.; De Villa, Maria AndreaSenior managers in emerging markets often strive to ensure that their companies develop sufficient capabilities to confront the needs they encounter in international markets. However, extant research and practice remain unclear as to how senior managers in emerging market companies can approach assessing the needs of their international markets against their own company's capabilities, to aim for a balance between both. This article offers an innovative approach for assessing the needs of international markets against an emerging market company's capabilities. Based on the assessments of 100 senior managers leading emerging market companies, we explain how this approach can provide two key insights. First, evidence of a balance between the needs of international markets and an emerging market company's capabilities, that indicates the company's competitive position is focused; or evidence of an imbalance between the needs of international markets and an emerging market company's capabilities, that indicates the company's competitive position is either vulnerable or overqualified. Second, an understanding of where the gaps between the needs of international markets and an emerging market company's capabilities are, that enables improving the company's competitive position by closing these gaps. Drawing on this approach, we offer an open access tool that allows senior managers in emerging markets to identify and improve their own company's competitive position for internationalization. Using this tool, senior managers can lead their emerging market companies toward a focused competitive position in international markets, providing better chances of successfully capturing potential benefits. © 2019 Wiley Periodicals, Inc.Ítem From Multilatina To Global Latina: Unveiling The Corporate-Level International Strategy Choices Of Grupo Nutresa(Fondo Editorial Universidad EAFIT, 2016-07-01) De Villa, Maria AndreaResearch on Multilatinas has underexplored multinationals from Colombia and their corporate-level international strategy choices to develop into Global Latinas. Building on interviews, documents, and archival data about Grupo Nutresa -Colombia's most international firm in manufactured goods-, this study unveils and discusses this firm's corporate-level international strategy choices between 1960 and 2014. A prevailing notion is that most multinationals from Latin America continue to target international operations to focus mainly on their home region through an export, multidomestic or transnational corporate-level international strategy. In contrast, data show that Grupo Nutresa chose to evolve through a sequential approach from an export to a transnational corporate-level international strategy while its international operations were able to transcend its home region to reach North America, Asia, Europe, Africa, and Oceania. These results add to international business research on emergent market multinational companies (EMNCs) from Latin America by unveiling the corporate-level international strategy choices of a Colombian origin Multilatina that transformed into a Global Latina.Ítem Market entry modes in a multipolar world: Untangling the moderating effect of the political environment(Elsevier Ltd, 2015-06-01) De Villa, Maria Andrea; Rajwani, T.; Lawton, T.We review the extant literature on market entry modes to explain the multi-levels of the political environment that can have a moderating effect on transnational corporations' (TNC) market entry processes. Based on a systematic review of the Uppsala model, transaction cost analysis, real options, eclectic paradigm, industrial network, and institutional approaches, we show that the market entry modes literature has largely excluded some aspects of the political environment from market entry mode decisions. Consequently, we continue to struggle with the question of how TNCs can factor the political environment into their foreign market entry processes. We suggest a more detailed analysis of the political environment may enable future research to address this challenge using corporate political activity literature and institutional theory. In particular, a distinction between macro and micro levels of analysis can explain how the moderating effect of the political environment on market entry mode decisions can be untangled. (C) 2014 Elsevier Ltd. All rights reserved.Ítem The mirror trap: Do managerial perceptions influence organizational responses to crises?(EMERALD GROUP PUBLISHING LIMITED, 2013-01-01) De Villa, Maria Andrea; Rajwani, TazeebPurpose - This study aims to examine the influence of managerial perceptions on the strategic responses adopted by four Colombian organizations when facing a political crisis. Design/methodology/approach - To address this research, face-to-face interviews were conducted with Colombian managers, consultants, journalists, government officials, and industry experts, and triangulated with documents and archival data. Findings - The findings show that the response adopted by each organization was significantly influenced by their manager's perception of the crisis and, consequently, was prone to producing a particular performance outcome. Practical implications - The authors' findings constitute a strong warning call to managers and management teams about the possibility of falling into the ``mirror trap'', through which their organizations will adopt strategic responses influenced by their own perceptions of crises. Originality/value - These findings suggest that managers can affect performance through their individual assessment of a crisis as a threat, an opportunity, or neither one nor the other.Ítem To engage or not to engage with host governments: Corporate political activity and host country political risk(Wiley-Blackwell Publishing Ltd, 2019-01-01) De Villa, Maria Andrea; Rajwani T.; Lawton T.C.; Mellahi K.Research summary: We analyze how a host market's institutional context can influence a multinational enterprise's (MNE's) senior management's choice and deployment of corporate political activity (CPA). First, we argue that a non-engaged approach to CPA is likely to be chosen when senior management perceives high host country political risk, arising not only from host country political institutions, but also from the distance between home and host government relations. Second, we propose that the deployment of this approach can require active adaptation through four political strategies: low visibility, ensuring a minimal degree of general attention from other actors; rapid compliance, entailing high speed actions to obey the rules; reconfiguration, involving rearranging the MNE's structure and processes for competitiveness; and anticipation, implying the prediction of public policy and analysis of interest groups to anticipate responses. Managerial summary: Senior managers of multinational enterprises often examine when and how to engage, or not to engage, with host governments. We argue that senior managers are likely to choose to evade engagement with a host government when they perceive high host country political risk, not only through public political risk ratings, but also via their home and host government relations. We show that this choice can require senior managers to lead active adaptation through four strategies: low visibility, enabling the MNE to operate under the radar of host governments; rapid compliance, entailing high speed actions to obey the rules; reconfiguration, involving rearranging the MNE's structure and processes for competitiveness; and anticipation, implying the prediction of public policy and analysis of interest groups to anticipate responses. © 2018 Strategic Management Society.