Competition has long been considered a central element of strategy for multinational enterprises in classical foreign direct investment theories. This review evaluates the large and diverse literature on competitive dynamics in international business since Knickerbocker’s (Oligopolistic reaction and the multi-national enterprise, MIT Press, Cambridge, 1973) seminal work on oligopolistic reaction. Specifically, we review the literature on follow-the-leader, awareness–motivation–capability, competitor analysis, and multimarket competition. Our review reveals that competitive interaction in the international context is a multi-arena, multi-player, and multi-level phenomenon. We also identify opportunities for future research, such as deepening the understanding of the micro-foundations of competitive dynamics, incorporating more country-level factors into the analysis of firm-level competitive interactions, broadening the consideration of international stakeholders, and giving greater emphasis to non-market strategies as competitive actions in the global environment. Our review contributes to the development of international business theory by improving our understanding of the mechanisms underlying the execution and consequences of multinational firms’ competitive strategies. Moreover, it enriches the competitive dynamics theory in strategic management by emphasizing the complexities that the international context introduces to competitive interactions among firms.

This case describes the thoughts and reflections of five MBA alumni on their way back to their alma mater for a 20-year reunion event. As invited speakers, they will advise the upcoming graduating class on what to expect after graduation. The case provides a brief background on the career trajectories and family circumstances of each of the five protagonists as well as their personal reflections on their accomplishments and their regrets. The case is an excellent starting point for thought and discussion on the goals and motivations of MBA students, and what they expected to achieve and how they would measure success over the medium to long term.This case would be appropriate either alone or in conjunction with the technical note “Are You Ready? Devising a Personal Strategy for Life after Business School” (UVA-S-0342) as an effective reinforcement exercise. Excerpt Jun. 10, 2021 Developing a Personal Strategy: The Alumni Reunion Alumni Reunion Weekend It was a beautiful spring weekend in Charlottesville, Virginia, and the University of Virginia's Darden School of Business was bustling with activities. It was the weekend of the annual alumni reunion. Former Darden students had arrived, families in tow, from all corners of the world for a much-anticipated pilgrimage back to their alma mater. Over Flagler Court an enormous white tent stood in contrast against the stately red brick of Saunders Hall. Beyond the customary eating, drinking, and retelling of old stories, five alumni had been asked to share with the graduating class their perspectives on life and career after Darden. It promised to be a thought-provoking session, offering deep insight and wisdom based on the alums' 20 years of experiences since bidding farewell to the Darden grounds for far-flung jobs and ventures. . . .

Asian Case Research JournalOnline Ready No AccessNvidia and the Great East-West Semiconductor GameJin Leong, Ming-Jer Chen, and Leslie E. GraysonJin LeongProfessor of Business Administration, the Darden School, University of Virginia, USA, Ming-Jer ChenProfessor of Business Administration, the Darden School, University of Virginia, USAcorrespondence to Ming-Jer Chen, Darden School of Business, University of Virginia, Charlottesville, VA 22906-6550, USA., and Leslie E. GraysonProfessor of Business Administration, the Darden School, University of Virginia, USAhttps://doi.org/10.1142/S0218927523500086Cited by:0 PreviousNext AboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsRecommend to Library ShareShare onFacebookTwitterLinked InRedditEmail Some figures in the case have been disguised. Special thanks to Emmett Mercer (MBA ’22) and Mary Summers Whittle, Case Writer, for their insightful comments. Remember to check out the Most Cited Articles! Check out our Popular Science Titles today! Includes all-time bestsellers and new releases. FiguresReferencesRelatedDetails Recommended Online Ready Metrics History PDF download

Research Summary This study views corporate venture capital (CVC) investment as a form of inter-firm rivalry. Adopting a competitive dynamics perspective, we argue that when a focal corporate investor invests in an entrepreneurial venture, that investment sends important competitive signals to its rivals, thereby increasing their likelihood of initiating a matching response. We theorize how three factors characterizing such investment-the amount of funding, industry relatedness between the corporate investor and the entrepreneurial venture, and the reputation of the corporate investor-can influence rivals' awareness of competitive threat, their motivation to respond, and therefore their likelihood of launching a matching counterattack. Our results demonstrate substantial support for our theoretical model. Managerial Summary This study views CVC investment as a form of competitive interaction, arguing that when a corporate investor participates in an investment round, it sends a competitive signal to its rival, motivating the latter to respond by also investing in CVC. Because of this counteraction, the competitive advantages of firms' CVC strategies may be temporary as rivals catch up and nullify the benefits of a CVC initiative. Thus, when planning strategy, CVC managers need to take potential rival counteractions into account and carefully assess the competitive implications of their CVC strategy, perhaps by avoiding harmful counteractions through initiatives more subtle in execution and orientation, and thus "under the radar" of rivals.

Asian Case Research JournalVol. 27, No. 01, pp. 37-42 (2023) Free AccessUs Versus Them: Bridging the Faultline between Salaried and Hourly EmployeesPranav Dalmia and MBAMing-Jer ChenPranav DalmiaThe Darden School, University of Virginia, USA and Ming-Jer ChenThe Darden School, University of Virginia, USACorrespondence to Professor Ming-Jer Chen, Darden School of Business, University of Virginia, Charlottesville, VA, USA. He is the Leslie E. Grayson Professor of Business Administration at University of Virginia Darden School of Business.https://doi.org/10.1142/S0218927523500025Cited by:0 (Source: Crossref) PreviousNext AboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsRecommend to Library ShareShare onFacebookTwitterLinked InRedditEmail Special thanks to Charles F. Tucker, Jr, writer and editor, for his assistance with this case, and to Jacob Rosenstock (MBA ’22) and Benjamin Glade (MBA ’22) for their constructive feedback.It was written as a basis for classroom discussion rather than to illustrate effective or ineffective handling of an administrative situation.Publisher's Note:"Leslie E. Grayson" was erroneously identified as a contributing author. The authorship has since been rectified. This information has been updated on 31 March 2023. Remember to check out the Most Cited Articles! Check out our Popular Science Titles today! Includes all-time bestsellers and new releases. FiguresReferencesRelatedDetails Recommended Vol. 27, No. 01 Metrics History Published: 7 February 2023 PDF download

Mei-Ling Liu sat across the table from two faculty members at Columbia University's Graduate School of Business. Her interview for the position of assistant professor was drawing to a close. After a tense start, Liu had managed to make a strong recovery; now she was coming down the home stretch, as her racing-enthusiast friend at graduate school in Maryland would have said. She just needed to bring the interview across the finish line. She was not quite there, and time was almost up.

This note describes the exponential growth of semiconductor technology over the last 40 years, as well as the evolution of the semiconductor value chain. Semiconductor integrated circuits (ICs) are essential to all modern electronic equipment and are used in virtually every industry, including consumer electronics, office equipment, appliances, and automobiles. Semiconductor complexity and processing power has increased exponentially, resulting in commensurate increases in the sophistication of and upfront costs associated with fabrication processes. The industry has evolved from a vertically integrated model of integrated device manufacturers (IDMs) to a disaggregated model of “fabless” technology companies that focus on research and design and rely on off-shore pure-play semiconductor foundries for production. An entire generation of US-based fabless semiconductor manufacturers, such as Qualcomm, Nvidia, and Cirrus Logic, have blossomed and thrived by taking advantage of high-quality, low-cost foundry services provided by the likes of TSMC, Samsung, and GlobalFoundries. The recent COVID-19 crisis and escalating US-China trade tensions have exposed the fragility of this ecosystem, and US technology companies must learn to manage an emerging set of risks. The note highlights how the natural evolution of an industry, in response to competitive and market pressures, may result in highly efficient but fragile value chains.

ABSTRACTDecision makers inevitably face a variety of tensions when managing strategic change. Research from organization and strategy perspectives, such as paradox and organizational learning, has offered useful but limited insight into the systematic mindset and thinking processes involved in decision making. We draw on theoretical and philosophical foundations of the transparadox perspective and related theories to build a dynamic process cycle of transparadoxical decision making. Three interrelated dimensions make up our model: (1) Transparadox Information Navigation, which includes embracing oppositional tendencies, syncretic focus, and creative transcendence; (2) Transparadox Contextual Consideration, characterized by prudent precision and recognizing the flux of temporality and spatiality; and (3) Transparadox Integration, which comprises design-type integration and exploration-type integration. We then present propositions on the interdependent and reinforcing mechanism among the three dimensions. Our work expands the paradox literature with specific mindset dimensions and constituent elements, connecting paradox research with the cognitive perspective by adding dynamic, cyclical processes to paradox cognition study.

Janice Greer works for NVX Pharmaceuticals, a US firm with increasing global operations. Not long after Greer's promotion to country head for Japan, their boss suggests that widespread layoffs will be needed to help bring performance of the international units in line with domestic operations. Cultural differences between US and Japanese work practices and traditions complicate the decisions Greer faces in dealing with members of their team. How should they navigate this delicate situation?

Rising executive Samantha Park is enrolled in an executive development program meant to prepare her for a new overseas leadership role. In a class on "global best practices," Park listens attentively as seasoned international businessman José Llontop describes his experience spearheading global construction-materials company CEMEX's move into the newly denationalized Egyptian cement market of the early 2000s. Llontop describes the many challenges he and the CEMEX team encountered when they entered the hotly competitive Egyptian market, including understanding the local culture, market, economy, and consumers; working with the community; growing and defending CEMEX's market share; dealing with pricing pressures; and devising an effective distribution and marketing strategy. Llontop notes the importance of working with local experts and of remaining at once highly flexible and highly goal-oriented. Ultimately, he reports, the success of his and his team's Egypt strategy depended on deeply understanding customers' motivations by conducting thorough, thoughtful market analysis. At the conclusion of Llontop's story, Park is left wondering whether CEMEX's success in Egypt reflects broadly applicable "best practices," or highly particular country-specific savvy.At Darden, this case is taught in the second-year “Cases in Global Strategy” class.

Colleen Burton has taken over the account of a Swiss client for her New York–based financial-services company. Landing the account, after a long courtship, had been a coup for her midmarket firm. The investor, however, has expressed his disapproval and unease with his new manager, and Burton's best efforts have failed to win him over. On a trip to Switzerland, she learns of a personal conflict of interest involving one of the client's outside fund managers. She cannot afford to jeopardize this critical relationship for her firm—or breach her code of ethics. Gaining the client's trust as his adviser just got trickier.

Abdullah “Abe” Al-Multaq works in the acquisitions team of a large and ambitious US tech company. As his team undertakes due diligence at a target company he had identified in Saudi Arabia, cultural differences between representatives of the two firms flare up, chilling relations between the groups. Being from Saudi Arabia originally and brought up in an Islamic home, Abe feels responsible to act as a cultural mediator. Will he be able to bridge the widening schisms to save the deal? Excerpt UVA-S-0384 Rev. Dec. 20, 2022 Culture Clash: Abdullah Al-Multaq's Return to the Middle East Head in hands, Abdullah Al-Multaq sat on the side of his bed, staring at the floor. His plush Airbnb apartment, provided by his company, was scarcely a source of comfort for him this morning. With his head pounding and his mind clouded by uncertainty, Al-Multaq felt himself precariously positioned in the middle of what he believed was a pivotal transaction for his firm and, to an even greater extent, for himself. Abdullah Al-Multaq Born and raised in Saudi Arabia, Al-Multaq was the son of well-educated parents; both his mother and father were graduates of renowned global institutions. They had been distinctly influenced by their Western exposure and were markedly progressive in their outlook. Still, the family had not lost touch with their native culture, and Al-Multaq was steeped in the rituals and traditions of Islam. . . .

The COVID-19 pandemic disrupted classroom instruction at every level, in every field, around the world. Graduate business programs, which are largely centered on “high-touch” interaction and exchanges among peers and with instructors via student-oriented learning approaches, faced a common challenge: a possible compromised learning experience resulting from the suspension of in-person education. This paper chronicles personal and professional transformations experienced by the authors while teaching four second-year electives at a graduate business school during the 2020–21 academic year. We reflect on how a particular mindset and specific strategic choices led to effective online teaching, mitigating the negative impact of the upheaval. We also consider this experience as a basis for developing online/offline “ambicultural” teaching methods for adoption in the post-pandemic world. Academics may find this account to be a useful learning tool and a guide for transforming their teaching in both the virtual and in-person classroom environments.

Paul Waddle has risen rapidly through the management ranks at a Silicon Valley IT firm. He has positioned his company as the frontrunner for a deal with a large Japanese bank. Expectations at his hard-charging firm are high—but his preparations for a meeting with bank executives suggest he rein in his Western ways and hew closely to Eastern business etiquette if he hopes to leave with a contract. Japanese advisers tell him to accede to the bank's demands; his instincts say to be upfront on what his firm can deliver. Can he thread the needle?

The COVID-19 pandemic disrupted classroom instruction at every level, in every field, around the world. Graduate business programs faced a common challenge: a possible compromised learning experience for students resulting from the suspension of in-person education. Online learning, although well established, is still generally considered a less effective instructional medium. This may be particularly true in MBA programs, which are largely centered on “high-touch” interaction and exchanges among peers and with instructors via student-oriented learning approaches, such as case teaching, in physical classrooms. This paper chronicles personal and professional transformations experienced while teaching four second-year electives at a graduate business school during the 2020-21 academic year. We reflect on how a particular mindset and specific strategic choices led to effective online teaching, mitigating the negative impact of the upheaval. We also consider this experience as a basis for developing online/offline “ambicultural” teaching methods for adoption in the post-pandemic world. Academics may find this account to be a useful learning tool and a guide for transforming their teaching in both the virtual and in-person classroom environments.

Joining the dialogue on the role of management scholars, we propose to cultivate all-round scholars to fulfill the needs of our stakeholders; only by becoming responsible scholars can we achieve responsible scholarship.

In late January 2020, Fuqing city officials approached Bin Lin, CEO of diaper manufacturer DaddyBaby, with a request that came straight from China's central government: In the face of the COVID-19 crisis, could Lin refit his manufacturing facilities to make 800,000 masks a day? And could he do so within two weeks? The local province had a severe mask shortage, and the region's largest diaper maker had declined to help. From an ethical standpoint, Lin wanted to agree to the government's requestbut he found himself grappling with a number of concerns. In the short term, there was the cost entailed by the proposed changes and the health risks to his workers. In the longer term, what would the shift mean for the business he and his family had worked so hard to build? Lin had invested in state-of-the-art manufacturing facilities, and the DaddyBaby brand was associated with innovative, high-quality products. China's booming diaper market was the biggest in the world and was fiercely competitive, especially at the high end. Beyond China, the company had established a solid presence in South Korea and Thailand as well. Would suddenly switching to mask manufacturing help or hurt his core business? What should he tell the city officials?ExcerptMar. 23, 2021Time for a Change:Chinese Diaper-Maker DaddyBaby Faces COVID-19 (A)New Year, New Era?Bin Lin, the 51-year-old founder and CEO of Chinese diaper manufacturer DaddyBaby, was at home with his family. As evening fell on the city of Fuqing, Lin looked out the window into the chilly dusk. It was January 27, 2020, the second day of the two-week Chinese Lunar New Year holiday. Across the country, families were gathered for festive meals, gift giving, and entertainment. It was a time to celebrate the hopes for a new year, enjoy China's rich cultural traditions, and make plans for the future.. . .

At many leading business schools, cases are written only by professors or professional case writers. At the Darden School of Business, however, MBA students may also write cases.Case writing helps students to gain tangible business writing and communication skills, to sharpen their business acumen, to understand better the key concepts learned in the classroom, and to prepare for the practical rigors of the workplace.This technical note explores what students can learn from case writing, how and why case writing can be beneficial to their careers, and the individual-level benefits of case writing. Excerpt UVA-S-0358 Aug. 30, 2021 Expanding the MBA Experience: The Student Case Writer Perspective Who Writes Business Cases? At many leading business schools, cases are written only by professors or professional case writers. At the Darden School of Business, however, MBA students may also write cases. . . .

This case describes the growth of the Asian ports industry between 2015 and 2020 and the impact of escalating US-China trade tensions and rising Chinese direct investments on regional port competition. Throughout the 2000s, the volume of Asian shipping steadily increased on the back of an expanding Chinese economy. The case focuses on how the Chinese Belt and Road Initiative and new Chinese-funded mega-ports like the Malacca Gateway Port would affect the competitive dynamic between the Port of Singapore (PSA) and regional competitors such as Malaysia's Port of Tanjung Pelepas (PTP). The PSA has been the dominant transshipment hub in the region but has been ceding market share and has lost its position as the busiest port in the world to the Port of Shanghai. In planning for the future, the PSA has to work within Singapore's diplomatic framework of balancing Eastern and Western interests on the geopolitical chessboard of the South China Sea region. The case provides an example of how national interests and international relations have to be considered when making business decisions. Excerpt UVA-S-0351 Jul. 13, 2021 Port of Singapore Authority: Ideology vs. Pragmatism—Trade and Geopolitics in the Malacca Strait