Tie Duration, Employee Empowerment and Internationalization: Evidence from the World Bank

Abstract

Abstract:

As the crucial resource to drive EMFs' internationalization, managerial tie is attracting more and more attention. To address the research gap, this study conducts the following works. First, the study discuses both positive and negative effects that managerial tie makes on internationalization. Second, the study analyzes the dual role of employee empowerment in building and deploying managerial tie. With a dataset from the World Bank, the study finds that the effect of tie on initial internationalization is positive. However, as time goes, its positive effect will depreciate. Furthermore, the authors find that employee empowerment has ambidextrous effects. It enables enterprises to build ties, but it negatively influences the deployment of tie-related resources. This study provides new implications for Chi-nese international enterprises.

Key words: tie duration, employee empowerment, internationalization, ambidexterity

Zhang Feng, Huang Jiuli, Yu Hang. Tie Duration, Employee Empowerment and Internationalization: Evidence from the World Bank[J]. , 2016, 28(11): 140-149.

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