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PublikationArtikel (med peer review)

Multidexterity: Combining competing business models in transforming economies

Sammanfattning

Transforming economies pose significant challenges to multinational corporations’ (MNCs) business models (e.g., Chan et al., 2016; Sánchez & Ricart, 2010). This is because they are characterized by uncertain, highly volatile, and changing institutional frameworks (Peng, Wang, & Jiang, 2008). For instance, China is distinguished by weaker regulatory regimes and industry standards (Tan, 2009; Tsai & Child, 1997). So, whilst business models contribute to rapid internationalization (Dunford, Palmer, & Benveniste, 2010) and local competition in transforming economies (Tallman, Luo, & Buckley, 2018), entering those economies incurs institutional and market challenges. These fundamentally threaten MNCs’ business model viability (Birkinshaw, Zimmermann, & Raisch, 2016b).

Demir, R. & Angwin, D. (2021). Multidexterity: Combining competing business models in transforming economies. Management and Organization Review, 1-32. doi:10.1017/mor.2020.56

Detaljer

Författare
Demir, R. & Angwin, D.
Publiceringsår
2021
Publicerat i

Management and Organization Review

Relaterat

  • Docent

    Robert Demir

    robert.demir@ratio.se

Liknande innehåll

Bokkapitel

Strategising Underground

Demir, R., Grossmann-Hensel, B., Jarzabkowski, P., Kratochvil, R., Seidl, D., ...

Publiceringsår

2025

Publicerat i

Edward Elgar Publishing

Sammanfattning

Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

Bokkapitel

Frontline Strategy Work

Demir, R., Grossmann-Hensel, B., Jarzabkowski, P., Kratochvil, R., Seidl, D., ...

Publiceringsår

2025

Publicerat i

Edward Elgar Publishing.

Sammanfattning

Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

Bokkapitel

Resourcing

Robert Demir

Publiceringsår

2025

Publicerat i

Encyclopedia of Strategy as Practice.

Sammanfattning

Resourcing is a dynamic, context-dependent process where individuals actively transform potential assets or objects (e.g., PowerPoint, technology) into valuable resources through purposeful actions and interactions. Rather than viewing resources as static entities with fixed properties, resourcing emphasises their mutability and use in practice. In her seminal work, Feldman defined resourcing as “the creation in practice of assets such as people, time, money, knowledge, or skill; and qualities of relationships such as trust, authority, or complementarity such that they enable actors to enact schemas”. This suggests that resourcing is the process through which actors mobilise and transform potential assets into actionable resources within specific organisational contexts. Unlike static views of resources, this perspective views resources as relational and emergent.

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