MNEs' Agency Within Institutional Contexts: A Study of Walmart's Post-acquisition Practices in Mexico,Germany, and Japan |
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| Institution: | 1. Nanyang Technological University of Singapore, Singapore;2. Singapore University of Social Sciences, Singapore;1. School of Finance and Management, SOAS, University of London, Thornhaugh Street, Russell Square, London WC1H 0XG, United Kingdom of Great Britain and Northern Ireland;2. Department of Management, Quinlan School of Business, Loyola University Chicago, 16 E. Pearson St., Chicago, IL 60611, United States of America;3. Department of Management, The Chinese University of Hong Kong, Shatin, N.T., Hong Kong;1. Glorious Sun School of Business and Management, Donghua University, 1882 Yan''an Road West, Changning, 200051, Shanghai, China;2. School of Economics and Management, Harbin Institute of Technology, Shenzhen, University Town, Nanshan, Shenzhen, China;3. Department of Technology Management for Innovation, The University of Tokyo, Hongo 7-3-1, Bunkyo-ku, Tokyo, Japan;1. School of Business, Jiangnan University, Wuxi 214122, China;2. Antai College of Economics and Management, Shanghai Jiao Tong University, Shanghai, China;3. Schulich School of Business, York University, 4700 Keele Street, Toronto, ON M3J 1P3, Canada |
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| Abstract: | The issue of MNEs' adaptation to host country institutional environments in their post-cross-border acquisition implementation, and the outcomes thereof, remains underexplored in international management studies. The purpose of this paper is to assess the applicability of three institutional approaches — (1) the earlier variant of the neoinstitutional theory (ENIT), (2) its recent variant (RNIT), and the comparative institutional analysis approach (CIA) — to explain (non)adaptation behavior in host country environments. Using Walmart's acquisition cases, we show that the MNE adopted a non-adaptation behavior in Mexico and Germany—countries which represent vastly different institutional environments—and succeeded in the former, but failed and withdrew from the market in the latter. However, in the Japanese institutional environment, which is similar to the German one, Walmart engaged in selective adaptation and survived in the market. Based on the case data, we offer a critical assessment of the applicability of the three approaches. These three approaches provide a base on which to develop a model to explain the relationship between institutional influences, an MNE's organizational agency and adaptation behavior, as well as outcomes. Moreover, we discuss future research directions and provide implications for practitioners related to MNEs' adaptation behavior and the ensuing outcomes in host markets. |
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