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This study aims to build a theoretical model including intermediate-level outside-in marketing capabilities (ILOIMC), radical and incremental technological innovations and management innovation.

This research used 272 pairs of survey questionnaires from Chinese firms’ managers to examine the hypotheses.

The results indicate that ILOIMC enhance management innovation by stimulating radical technological innovation. Furthermore, the mediating effect of incremental technological innovation depends on technological turbulence.

This study may have several limitations which future research could try to overcome: cross-sectional data, Chinese samples, exclusive focus on ILOIMC, sociotechnical approach to innovation typology and measuring ILOIMC as a first-order variable.

ILOIMC can significantly improve innovations in technology and management systems by using customer value and market information.

This study proposes a new taxonomy to classify marketing capabilities into lower-level inside-out marketing capabilities, ILOIMC and higher-level outside-in marketing capabilities. It also provides an explicit discussion and examination of the influence of ILOIMC on technological and management innovations and the contingency effect of technological turbulence. Thus, it responds to Musarra and Morgan’s (2020) call for more research into the mechanism that explains when (the conditions under which) and how (the process by which) outside-in marketing capabilities could contribute to firm innovation.

This paper aims to identify four areas in need of future research to enhance the theoretical understanding of scenario planning (SP), and sets the basis for future empirical examination of its effects on individual and organizational level outcomes.

This paper organizes existing contributions on SP within a new consolidating framework that includes antecedents, processes and outcomes. The proposed framework allows for integration of the extant literature on SP from a wide variety of fields, including strategic management, finance, human resource management, operations management and psychology.

This study contributes to research by offering a coherent and consistent framework for understanding SP as a dynamic process. As such, it offers future researchers with a systematic way to ascertain where a particular study may be located in the SP process and, importantly, how it may influence – or be influenced by – various factors in the process.

This study offers specific research questions and precise guidelines to future scholars pursuing research on SP.

This study analyzes emerging market (EM) firms’ entrepreneurial transformation process at both the cognitive and behavioral levels to facilitate successful international venturing. Specifically, the relationships among entrepreneurial orientation (EO), strategic renewal, and international venturing, the mediating role of strategic renewal, and the contingent roles of technological dynamism and competitiveness are examined. Cross-sectional survey data collected from 137 paired EM firms in China confirm our hypotheses. Results show that strategic renewal positively mediates the link from EO in the form of proactiveness, risk-taking, and innovativeness, to international venturing. Moreover, technological dynamism elevates the mediation effect of strategic renewal, whereas technological competitiveness diminishes the facilitating role of strategic renewal.

This paper offers a discussion of the key multilevel issues pertaining to the multinationality–performance (M–P) relationship. Arguably, one of the most important areas of research in international business, firm internationalization and its consequences are multilevel phenomena, influenced by forces at different managerial and structural levels: from the executive, subsidiary and firm, to the country and industry. We suggest that accounting for important factors at each level and for their cross-level interactions may help reconcile inconsistent findings and advance our understanding of the M–P relationship. Based on a critical review of the literature, we offer recommendations regarding the appropriate levels of theory, measurement, and analysis to guide future research.

This article traces the evolution of strategic management and knowledge management research during the past four decades with particular emphasis on the role of knowledge in interorganizational collaborative arrangements. By outlining the main strategic management perspectives in contemporary business literature and combining them with current knowledge management perspectives, an indication of the evolution of research pertaining to strategic knowledge management emerges. It is shown that most of the current strategic knowledge management research is conducted within the existing paradigms of strategic management. A criticism of this is offered and the article concludes by offering a new, more dynamic perspective of knowledge management, focusing on the synergies of knowledge‐related capabilities in explaining the formation and economic justification of strategic collaborative arrangements.

In the literature there is inherent lack of process‐oriented, evolutionary perspectives of organizational knowledge as it pertains to international business. To fill this gap, the aim of this paper is to draw on existing theories of the multinational corporation (MNC) and integrate it with knowledge management research to analyze key knowledge management features and dynamics of different types of MNCs. The paper aims at proposing a link between types of MNCs and knowledge management strategies applied by MNCs.

The paper uses a series of examples from MNCs worldwide to propose a knowledge management based typology of MNCs and to illustrate how they exhibit different strategic dynamics related to knowledge management.

An important stream of literature on MNCs distinguishes between two traditional models for established MNCs, originally described as ethnocentric and polycentric models. A common theme in these studies propose that dramatic changes in the competitive environment has reduced the effectiveness of traditional MNC approaches, highlighting the need to move toward network‐based structures. Building on the evolutionary perspective of MNCs, the paper suggests a third type of MNC characterized by a virtual infrastructure based on an e‐business model. The paper argues that this type may be more appropriate for organizing managerial activities across organizational and national boundaries in the new web‐based knowledge economy.

The paper suggests that whereas traditional MNCs invite for management interventions based on centralized economies of information, it makes more sense to manage networked MNCs as integrated learning organizations and e‐business based MNCs as boundary‐less virtual communities of practice.

The paper develops a new typology of multinational corporations based on key features and dynamics related to knowledge management. The paper distinguishes between traditional MNCs, knowledge networks and MNCs as e‐businesses. It particularly addresses strategic, technical, organizational and human dimensions of knowledge management and how these differ in the three MNC models.

The purpose of this paper is to model and test the dynamics of home-regional and global penetration by multi-national enterprises (MNEs).

Drawing on international business (IB) theory, the authors model MNEs adjusting their home-regional and global market presence over time. The authors test the resulting hypotheses using sales data from a sample of 220 of the world’s largest MNEs over the period 1995-2005. The authors focus specifically on the relationship between levels of market penetration inside and outside the home region and rates of change in each domain.

The authors demonstrate that MNEs do penetrate both home-regional and global markets, often simultaneously, and that penetration levels often oscillate within an MNE over time. The authors show firms’ rates of regional and global expansion to be affected by their existing regional and global penetration, as well as their interplay. Finally, the authors identify differences in the steady states at which firms stabilize their penetration levels in the home-regional and the global space. The findings broadly confirm the MNE as an interdependent portfolio with important regional demarcations.

The authors identify complex interdependencies between home-regional and global penetration and growth, paving the way for further studies of the impact of regions on MNE expansion.