Strategic responses to extreme institutional challenges: an MNE case study in the Palestinian mobile phone sector

Alaydi, S. , Buck, T. and Tang, Y. K. (2021) Strategic responses to extreme institutional challenges: an MNE case study in the Palestinian mobile phone sector. International Business Review, 30(3), 101806. (doi: 10.1016/j.ibusrev.2021.101806)

Abstract

Besides firm-level resources and industrial influences, firms’ strategies have been related to their institutional contexts. Empirical studies have investigated survival strategies in international environments where institutional voids, barriers and violence have had independent influences. This study is the first to analyse strategies in circumstances that combine all these negative challenges. In the Palestinian mobile phone industry, a surviving MNE has faced not only violence, voids and institutional barriers imposed by three different governments, but also the liability of foreignness and its associated uncertainties. In a highly uncertain environment, it is found that being a MNE brings benefits as well as liabilities of foreignness. Furthermore, this MNE discloses many strategic responses to institutional challenges that are associated with positive outcomes, even in a most extreme Palestinian environment that produces the most propitious circumstances for negative responses and outcomes.

• Item Type: Articles
• Additional Information: We would acknowledge the University of Glasgow and British Council Palestine for providing the funding for Sharif Alaydi’s PhD research under the College of Social Sciences Scholarship scheme.
• Status: Published
• Refereed: Yes
• Glasgow Author(s) Enlighten ID: Alaydi, Dr Sharif and Buck, Professor Trevor and Tang, Dr Yee Kwan
• Authors: Alaydi, S., Buck, T., and Tang, Y. K.
• College/School: College of Social Sciences > Adam Smith Business School > Management
• Journal Name: International Business Review
• Publisher: Elsevier
• ISSN: 0969-5931
• ISSN (Online): 1873-6149
• Published Online: 03 February 2021
• Copyright Holders: Copyright © 2021 Elsevier
• First Published: First published in International Business Review 30(3): 101806
• Publisher Policy: Reproduced in accordance with the copyright policy of the publisher