Purpose - The aim of this paper is to examine the relationship between corporate branding and market driving. This is achieved by focusing on key dimensions of brand identity such as brand values and staff behaviours, while acknowledging the role of vision and organizational culture. The links...

Current research argues that a market-driving strategy leads to a competitive advantage. However, a market-driving strategy tries to change established rules in the marketplace and thus, is difficult to pursue. We argue that a market-driving strategy must be based on distinct capabilities and...

Purpose The purpose of this study is to examine how different innovation efforts can support multinational enterprises’ (MNEs’) pursuits of sustainable development goals (SDGs) in emerging markets and under what circumstances they are applied. Design/methodology/approach The article...

Post-M&A organisational cultural change is a traumatic experience for organisational members. It generates resistance and contributes to M&A failure. Nevertheless, the literature on managing post-M&A cultural change is scarce and largely focused on overcoming the debilitating impact of...

The literature on mergers and acquisitions (M&A) has accumulated a wide body of knowledge on the role of culture in post-M&A integration. Available research uses varied perspectives on culture and cultural change processes. Some define culture as a force shaping human action, others examine...

The relationship between multinational enterprises (MNEs) and governments has evolved over time, from a period of conflict after World War II to a more cooperative relationship in the 1970s and 1980s (Dunning, 1993). In the 1990s, many host governments sought foreign direct investments (FDIs) by...