Search results

Following the lead of neighboring fields such as strategy and organization studies, entrepreneurship is gradually joining in the adoption of a practice perspective. Entrepreneurship as practice (EaP) is thus a nascent domain of investigation where the methodological debate is still unsettled and very fluid. In this paper, the authors contribute to this debate with a focus on family entrepreneurship.

The authors develop a conceptual paper to discuss what it entails to look at family entrepreneurship through a practice lens and why it is fruitful. Moreover, the authors propose a research strategy novel to the field through which such investigation can be pursued, namely process tracing, and examine its inferential logic.

Process tracing is a strategy of data analysis underpinned by an ontology of causal mechanisms. The authors argue that it complements other practice methods by inferring social mechanisms from empirical evidence and thereby establishing a connection between praxis, practices and practitioners.

Process tracing helps the articulation of an “integrated model” of practice that relates praxis, practices and practitioners to the outcome they jointly produce. By enabling the assessment of impact, process tracing helps providing prima facie evidentiary grounds for policy action and intervention.

Process tracing affinity with the practice perspective has been so far acknowledged only to a limited extent in the social sciences, and it is, in fact, a novel research strategy for the family entrepreneurship field.

This paper aims to unpack the organization of an multinational enterprise (MNE) and confront its meso‐level complexity of structures and strategies. It seeks to uncover how the glocalization process unfolds, which are the mechanisms at its base and the outcomes in terms of stability, convergence or divergence in strategies and structures.

Through a case study research design, the paper investigates strategic change in an Italian MNE from 2005 to 2011. In 2008 and 2010, extensive data on organizational configurations were also collected. Overall, the paper analyses the glocalized blending of corporate and subsidiary strategies and organizational structures. Attention is also paid to the cognitive, political and institutional mechanisms that accounted for this process before and during the late‐2000 financial crisis.

Glocalization, largely interpreted as an in‐between process compromising between homogeneous global standards and heterogeneous local traditions, unfolds as a beyond process leading to divergent outcomes outside the poles of an imagined local‐global continuum. The mechanisms driving strategic change partly differ from those usually described in strategic change literature emphasizing managerial cognition. Sensegiving from the center is found to be proactive during economic expansion and reactive during economic downturn. Following change initiation, cognitive mechanisms are “taken over” by political and institutional ones. Paradoxically, local societal‐specific patterns of organization and strategy were preserved due to the actions of powerful central HQ actors.

A theory of institutional‐bound strategic change within MNEs is outlined.

Kostova, Roth and Dacin called in 2008 for the advancement of a theoretical conception of the multinational corporation (MNC) that takes into account both power relationships among actors and the structure of its internal institutional field. While micro-political scholars of MNCs have started to answer the former part of the call regarding power, the second part has not been thoroughly addressed yet. Furthermore, the agentic aspects typical of power games and the structural aspects characterizing institutional fields have not been fully combined in a multi-level perspective of MNCs so far. Leaning on Bourdieu, we suggest an answer to the pending call. We theorize the MNC as a playing field of power emerging around the issue of finding a meta-rate of conversion of the actors’ capitals constituted in national fields. We conceive such issue field in a dynamic state due to the constant entry and exit of new players (e.g. through mergers, acquisitions or divestitures). This results in the need to continuously test the validity of exchange rates. The role of the metainstitutional field level of the MNC as a global category is also discussed.

The present paper aims at exploring effective business model adaptations in response to unexpected events such as the COVID-19 pandemic.

The authors test the effect of two major business model adaptations, namely changes in the value proposition and changes in the target market, on a sample of 96 family SMEs.

Results show that only changes in the value proposition had a positive and significant impact on performance, helping family SMEs to better confront COVID-19. However, this effect is reduced in the case of target market change.

To the best of the authors’ knowledge, this is the first study to investigate how business model adaptations in family SMEs affect performance in crisis situations.

Mobile travel apps (MTA) smart features were identified based on recent travel application (app) trends and a literature review of MTA smart features. Subsequently, the MTA features that could be prioritised to increase user interest in MTA were determined. The MTA smart feature development challenges that should be mitigated were also identified.

The app identification and selection were based on the one-stop solution characteristics containing the common function of travel apps and eight MTA smart features. A total of 193 Apple apps and 250 Google apps were identified, where 36 apps that met the inclusion and exclusion criteria based on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses flowchart were selected for evaluation.

The high user ratings for apps from both app stores revealed the acceptance of smart technology in the tourism industry. Geolocation tracking services, travel itinerary generators, and real-time personalisation and recommendation were the three major features available in the included MTA. The challenges of MTA with smart features were highlighted from the tourism organisation, app developer and user perspectives.

The findings can guide tourism organisations and app developers on the smart features that MTA should offer for user engagement. Technological organisations could optimise their technology stack by considering the identified smart features. The findings are valuable for scholars in terms of MTA aesthetics and usability to gain acceptability. The development challenges included significant investment in technology, location accuracy and privacy concerns when implementing MTA smart features.

The previous literature mainly focused on evaluating app quality, assessing app functionality, and user ratings using the Mobile Application Rating Scale, and scoping reviews of MTA articles. Contrastingly, this study is among the first in which MTA smart features were examined from a developer-centric perspective. Moreover, it is suggested that MTA includes integrated smart features for better tourism services and market penetration in the tourism industry.