Footnote:
Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments January 10, 2023 erstellt
Description:
Decades of research have contributed to our current understanding of internationalizing business operations while overcoming resistance from the local workforce, customers, governments, and partners. Ample research on overcoming the liability of foreignness and decreasing cultural distance aim to diminish resistance; however, this view may be short-sided. Resistance is a powerful force that may lead to the creation of innovative management practices (Chehrezad, 2021). Scant literature examines management innovation (MI) in international settings (Mol & Birkinshaw, 2010; 2014) which is a large literature gap. The factors affecting the creation of MI are numerous, calling for a configuration approach. This approach moves from a variablecentered method to a set orientation where configurations and diverse levels of membership illuminate causal combinations of attributes (Ragin, 2000). Fuzzy-set QCA (fsQCA) is particularly applicable when studying cultural phenomena (Ragin, 2000). The analysis results unsurprisingly show no single condition was sufficient or necessary in the MI conversion process. However, the results did identify recipes of cultural and economic development attributes that contribute to converting resistance into MI as well as combinations hindering it.When compared to product innovation literature, this study finds some alignment and some contradictions to current cultural and economic development effects on innovativeness. The findings are directly applicable to international managers wishing to harness the power of resistance while contributing to empirical mixed methods literature