AIB 2012 Conference Proceedings - Academy of International ...

MONDAY
empirical evidences. A total of 202 valid questionnaires were collected from subsidiaries in Asian area. Using
structure equitation modeling (SEM), this study testifies that: (1) subsidiary's strategic initiative is equipped with
multilayers of initiative-taking, including subsidiary distinctive capability, subsidiary local market initiative, and
outbound knowledge creation. (2) subsidiary's entrepreneurial culture is the most critical mediator that can lead
to subsidiary's strategic initiative. (3) TMT entrepreneurial leadership is the core engine to activate the activities
of strategic value creations at the subsidiary's level. (4) the international human resource management (IHRM)
practices of talent management in the subsidiary level plays an mediating role on the development of
entrepreneurial culture, absorptive capacity, and the enhancement of subsidiary strategic initiative. (For more
information, please contact: Wan-Ching Chen, Sun Yat-Sen University, Taiwan: paospaos@gmail.com)
Explicit Leader Behaviour Preferences: Turkish & Cross-National Sample Comparisons
Romie Frederick Littrell, Auckland University of Technology
E. Serra Yurtkoru, Marmara University
Handan Kepir Sinangil, Marmara University
Beril Durmus, Marmara University
Alev Katrinli, Izmir University of Economics
Gülem Atabay, Izmir University of Economics
Gonca Günay, Izmir University of Economics
Burcu Güneri-Çangarlı, Izmir University of Economics
Dimensions of explicit managerial leader behaviour are assessed for samples of businesspeople in Turkey, and
compared within Turkey and across samples from Europe and the USA. Past research in Turkey has indicated
strong preferences for Paternal and Authoritarian leadership styles. We however find that Turkish
businesspeople tend to prefer leaders who focus on managing the business system over other considerations
such as relationships with subordinates. We found in the business environment there appears to be little or no
difference in preferences relating to gender; men and women have nearly identical ideal leader preferences.
Concerning Paternal and Authoritarian style behaviours, our samples neither received nor expected Paternal
leader behaviour. They expected and did receive moderately Authoritarian leader behaviour. Compared to both
USA and European businesspeople, Turkish businesspeople have greater concerns for Predictive Accuracy—
good planning and forecasting. (For more information, please contact: Romie Frederick Littrell, Auckland
University of Technology, New Zealand: romie.littrell@aut.ac.nz)
Session: 2.4.11 - Interactive
Track: 11 - SMEs and Entrepreneurship
A Little Bit About Everything You Want to Know About INVs and Born Globals
Presented On: July 2, 2012 - 14:30-15:45
Chair: Viveca Sasi, Aalto University School of Economics
'Alternative Governance Structure': An Exploratory Study on Power in a Born Global Organization
Lin Yan, Anglia Ruskin University
In their seminal work, Oviatt and McDougall propsoed the notion of 'alternative governance structure' that
enables Born Global organizations to sustain competitive advantages. Despite the proliferation of Born Global
research, paucity remains on studies directly addressing the governance of Born Globals. Through a
longitudinal case study, this paper explores the articulation and negotiation of power in a Born Global
organization that spread across 18 countries. The findings suggest an emergent, negotiated and individualized
form of power, different from the traditional notions of 'power over' and 'power to', which we termed as 'power
AIB 2012 Conference Proceedings
Page 174