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)

[img] Text
228939.pdf - Accepted Version
Available under License Creative Commons Attribution Non-commercial No Derivatives.



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.
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
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

University Staff: Request a correction | Enlighten Editors: Update this record