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International attention and multinational enterprise performance

Journal

Journal of International Business Studies

Subject

Strategy and Entrepreneurship

Publishing details

Journal of International Business Studies 2009 Vol 40:1 p 108-131

Authors / Editors

Bouquet C;Morrison A;Birkinshaw J

Biographies

Julian Birkinshaw

Publication Year

2009

Abstract

This study examines the performance consequences of international attention, defined as the extent to which headquarters executives in the multinational enterprise (MNE) invest time and effort in activities, communications, and discussions aimed at improving their understanding of the global marketplace. Using detailed questionnaire and archival data on 135 MNEs, our analysis revealed three significant findings. First, international attention can be operationalized as a meta-construct that consists of three interrelated and reinforcing dimensions. Second, international attention has a curvilinear (inverted U-shape) relationship with MNE performance. Third, the performance benefits of international attention increase with three categories of moderating factors: the international assignment experience of top executives, the independence of value-adding activities across country locations, and the degree of industry dynamism.

Keywords

Cognition; Attention management; Internationalization; Executive skills; International experience; Multinational performance

Available on ECCH

No


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