Corporate sustainability (CS) is receiving considerable attention from emerging market multinational enterprises (EMNEs), playing an important role in the globalized market. However, theoretical and empirical knowledge about how EMNEs address CS is still scant, and the relationship between internationalization and CS has not been widely explored. This study aims to fill this gap, evaluating the relationship between an international ambidexterity strategy and CS in EMNEs, which highlighted the paradox perspective. Then we develop three hypotheses in which we argue how the dynamic capabilities underpinning international ambidexterity could be considered a driver of CS in EMNEs. We test the developed hypotheses against data from 300 Chinese EMNEs obtained by a survey. Our results contribute to shape ambidextrous international strategies and to consider CS as a springboard for the strategic intent to systematically and recursively outperform global competition. Testing a measurement scale of international ambidexterity, we suggest structural ambidexterity as a strategic option of internationalization that allows the achievement of economic, social, and environmental sustainability objectives.

How an international ambidexterity strategy can address the paradox perspective on corporate sustainability: evidence from chinese emerging market multinationals / Ciasullo, Maria Vincenza; Montera, Raffaella; Cucari, Nicola; Polese, Francesco. - In: BUSINESS STRATEGY AND THE ENVIRONMENT. - ISSN 0964-4733. - (2020). [10.1002/bse.2490]

How an international ambidexterity strategy can address the paradox perspective on corporate sustainability: evidence from chinese emerging market multinationals

Cucari, Nicola
;
2020

Abstract

Corporate sustainability (CS) is receiving considerable attention from emerging market multinational enterprises (EMNEs), playing an important role in the globalized market. However, theoretical and empirical knowledge about how EMNEs address CS is still scant, and the relationship between internationalization and CS has not been widely explored. This study aims to fill this gap, evaluating the relationship between an international ambidexterity strategy and CS in EMNEs, which highlighted the paradox perspective. Then we develop three hypotheses in which we argue how the dynamic capabilities underpinning international ambidexterity could be considered a driver of CS in EMNEs. We test the developed hypotheses against data from 300 Chinese EMNEs obtained by a survey. Our results contribute to shape ambidextrous international strategies and to consider CS as a springboard for the strategic intent to systematically and recursively outperform global competition. Testing a measurement scale of international ambidexterity, we suggest structural ambidexterity as a strategic option of internationalization that allows the achievement of economic, social, and environmental sustainability objectives.
2020
Corporate sustainability; dynamic capabilities; emerging market multinationals international; ambidexterity; paradox perspective
01 Pubblicazione su rivista::01a Articolo in rivista
How an international ambidexterity strategy can address the paradox perspective on corporate sustainability: evidence from chinese emerging market multinationals / Ciasullo, Maria Vincenza; Montera, Raffaella; Cucari, Nicola; Polese, Francesco. - In: BUSINESS STRATEGY AND THE ENVIRONMENT. - ISSN 0964-4733. - (2020). [10.1002/bse.2490]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11573/1403279
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