Winfried Ruigrok
Title
Prof. Ph.D.
Last Name
Ruigrok
First name
Winfried
Email
winfried.ruigrok@unisg.ch
ORCID
Web Site
Twitter
https://twitter.com/WinfriedRuigrok
Google Scholar
192 results
Now showing 1 - 10 of 192
- Some of the metrics are blocked by yourconsent settings
Item type:Publication, Alike but a world of difference: an analysis of internationalization trajectories of Italy’s and Spain’s largest companies from 2001 to 2022Business leaders and policy makers are increasingly concerned about possible deglobalization characterized by decreasing economic interdependence among nations. Against this backdrop, this study analyzes large companies in two comparable economies to shed light on the question whether and to what extent firms are de-internationalizing and deglobalizing. Based on a sample of the 100 largest firms in Italy and Spain each over the 2001–2022 period and multiple measures of the extent of internationalization and home region orientation, we conclude that on average large Italian and Spanish firms do not rely less on foreign markets for revenue generation. The largest 100 companies in these two countries display distinct internationalization trajectories despite certain cultural and institutional similarities. We identify that although the largest 100 Spanish firms started off with lower average degrees of internationalization, by 2022 they displayed higher levels of internationalization than the average large Italian firm. We also find that Spanish firms have been much more aggressive expanding outside their home region, including to Latin American markets, than their Italian counterparts. Finally, we depict the important and dissimilar role played by the largest 20 companies in Italy and Spain in driving these developments, reflecting the effect of firm size on the degree and scope of corporate internationalization. This paper underscores how an empirical approach at the firm level can serve to better understand the current reconfiguration of MNE international and regional strategies.Type:journal articleJournal:Journal of Industrial and Business Economics - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The Curse of Extremes: Generalist Career Experience and CEO Initial Compensation(Sage Publ., 2020-05); ; ; Scopus© Citations 55 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Top Management Team Faultlines and Firm Performance: Examining the CEO-TMT InterfacePrior research indicates that the relationship between top management team (TMT) faultlines and firm performance is equivocal. We shed new light on this topic by highlighting the moderating role of the CEO–TMT interface. Analyzing data from large international firms over the period 2005–2009 (347 firm-year combinations), we find that the performance effect of knowledge-based TMT faultlines is significantly altered when the leader of the TMT (i.e., the CEO): (a) socio-demographically resembles incumbent executives, (b) possesses a diverse career background, and (c) shares common socialization experience with other TMT members. Overall, our research reveals that different dimensions of the CEO-TMT interface play a pivotal role in determining the performance effects of knowledge-based TMT subgroups. Implications for upper echelons theory, team diversity, and strategic leadership research are discussed.Type:journal articleJournal:The Leadership QuarterlyVolume:28Issue:6Scopus© Citations 173 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, CEO Succession Origin and Firm Performance: A Multilevel StudyThere has been much controversy concerning the relationship between outside CEO succession origin and firm performance. Some scholars take the organizational-adaptation view to highlight the benefits of outside succession; yet others adopt the organizational-disruption view to pose the selection of an outsider CEO as a disruptive and disadvantageous event for organizations. In this study, we develop an integrated multilevel framework that reconciles these opposing perspectives and examines the conditions under which the benefits of outside CEO succession outweigh the costs. Data from 109 CEO succession events in large international firms show that the performance advantages of outside succession materialize when the new CEO: (a) socio-demographically resembles incumbent executives, (b) possesses variety of experience, and (c) is hired by a well-performing firm operating in a munificent industry. Overall, our research demonstrates that the performance implications of new CEO origin should not be considered in isolation, but in interaction with multilevel characteristics.Type:journal articleJournal:Journal of management studies : JMSVolume:54Issue:1Scopus© Citations 133 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Too much of a good thing: Does international experience variety accelerate or delay executives' career advancement?This study integrates the contradictory predictions of human-capital and social-network perspectives about the relationship between executives' international experience and speed of career advancement. We postulate that these perspectives are rather complementary, and that the relationship between international experience and time to the top follows a U-shaped form. Initially, the acquisition of international experience speeds-up executives' career progress until a threshold where the social-network costs of cross-country mobility outweigh the human-capital benefits. Our results support the U-shaped relationship. They also show that this relationship is influenced by factors at different layers of context-suggesting that contextual aspects play an important, contingent role.Type:journal articleJournal:Journal of world business : JWBVolume:51Issue:3Scopus© Citations 51 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Foreign executive appointments: A multilevel examinationAs multinational enterprises (MNE) expand, their attachment to the country of origin is challenged by the need to adapt to an increasingly diverse geographical posture. We examine how these countervailing forces affect top management team (TMT) composition and test a model that associates foreign executive appointments with individual- and firm-level antecedents. Using multilevel data comprising 1,446 TMT appointments at 360 large European firms between 2001 and 2005, we show that individual experiential characteristics, the type of TMT function, prior performance of the MNE, and the MNE's overall degree of internationalization are associated with foreign TMT appointments. We discuss how our findings contribute to the international business literature and complement recent research on the internationalization of TMTs.Type:journal articleJournal:Journal of World BusinessIssue:forthcoming - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Acquiring Firm-Specific Advantages : Organizational Innovation and Internationalization at Indian Multinational CorporationsThis study seeks to contribute to the relatively sparse literature on how emerging market firms (EMFs) acquire firm-specific advantages (FSA), how they adjust their organizational structures, processes, HR policies, leadership and cultures in the internationalization process, and how they interact with their domestic institutional context. Our respondents report significant changes along all 26 organizational variables over the period investigated (2003-2008). Based on self-reported assessments by top managers, our findings suggest firstly, that Indian firms are rapidly transforming their organizations, secondly that Indian executives are increasingly confident that they will be able to compete successfully on an international scale, and thirdly that Indian firms may increasingly benefit from organizational innovation complementing their low cost advantages.Type:journal articleJournal:International Finance ReviewVolume:15Issue:-Scopus© Citations 5 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, In at the Deep End of Firm InternationalizationThe purpose of this research is to examine the consequences of top management team (TMT) internationalization: why and under what conditions can TMT nationality diversity be beneficial? On the basis of the upper echelons theory from the strategic leadership literature, the relationship between the TMT nationality diversity and firm performance in the strategic context of firm internationalization is investigated in moderated multiple regressions models (MMR) for a sample of Dutch, Swiss, and UK companies. The study findings suggest that the TMT nationality diversity becomes advantageous only in firms with high degree of internationalization. Companies have to be strongly committed to foreign markets so that the benefits of the TMT nationality diversity can materialize. The arising managerial implication is that the TMT nationality diversity can be a powerful tool in building a firm's competitive advantage, provided that companies are strongly exposed to the international environment. The study also provides corroborative evidence that the search for moderating and mediating variables in the TMT demography research represents a step in the right direction.Type:journal articleJournal:Management International ReviewVolume:53Issue:4Scopus© Citations 59 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Regionalization strategy and performance : The moderating role of industry dynamism and top management team diversityThis paper contributes to the debate about the performance implications of adopting a regional as opposed to a global strategic posture. The aim of this paper is to argue that the performance effects of a regionalization strategy vary based on the characteristics of the industry in which the MNE operates and the composition of its top management team (TMT). This analysis is based on a cross-sectional dataset of 211 large European MNEs headquartered in four Western European economies at the end of 2005. Results show that firms adopting a regional orientation outperform MNEs with global strategic positioning. This positive relationship is less pronounced under conditions of industry dynamism and inter-regional TMT diversity. The study contributes to our understanding of whether and under what conditions MNEs benefit from adopting a regional as opposed to a global strategic posture.Type:journal articleJournal:Multinational Business ReviewVolume:21Issue:1Scopus© Citations 27 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Overcoming the triple hurdle of diversity managementDiversity management is a key instrument to position a company as a preferred employer. Fail to recite this mantra and you risk losing the attention of the majority of young graduates in Europe today. Explore the triple hurdle of diversity management that companies need to overcome in order to successfully develop their diversity management policies.Type:journal articleJournal:The European Business ReviewIssue:Jan/Feb