Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India
研究了子公司CEO的个人特征（如任期、经验、认知能力）如何影响跨国公司在印度等新兴市场的战略敏捷性，并发现子公司嵌入性会调节这些关系。
We propose the individual-level microfoundations of subsidiary CEOs in emerging markets as antecedents of the strategic agility of multinational enterprises, and subsidiary embeddedness as a key organizational-level moderator of these relationships. Combining quantitative data on subsidiary CEOs operating in India with qualitative interviews with Italian HQ counterparts, our results suggest that subsidiary CEOs’ tenure in emerging markets, along with their overall experience, affects MNE strategic agility positively. Similarly, CEOs’ cognitive characteristics - problem solving and reasoning, and language and communication skills (individual-level microfoundations) - affected strategic agility positively, while subsidiary embeddedness moderated these relationships in different ways, leaving space for fresh managerial and theoretical considerations.