Universidad del Desarrollo

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Global Events Demand Global Data: COVID-19 Crisis Responses and the Future of Selling and Sales Management Around the Globe
(SAGE Publications, 2024-12-22)
Maria Rouziou
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Willy Bolander
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Karen Peesker
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Pia Hautamäki
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Deva Rangarajan
In the context of the global crisis presented by the COVID-19 pandemic, the authors investigate the perspectives of sales managers regarding their organizations’ responses to the crisis and future expectations in a post-COVID-19 world. While there has been much discussion about these topics in the sales literature, very little research has examined them globally by collecting data from many nations and across many continents. Yet, how can global events be understood without analyzing global data? In response, the authors convened the first, to their knowledge, global data coalition by hosting video-recorded group interviews with 76 sales executives representing 27 nations. This inductive investigation, informed by institutional logics, reveals how organizations accepted new norms, retained old ones, or blended the old with the new in response to the crisis. The results simultaneously validate certain emerging concepts on a global scale (e.g., customer success management, bricolage) and give rise to several insights not currently detailed by extant scholarship (e.g., localization, cultural cringe). This work also catalyzes new, relevant avenues for international research and sheds light on issues facing sales practice globally.
Scopus© Citations 1 3
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A comparative analysis of the internationalization of sub-national and central state-owned enterprises: shreds of evidence from Latin America
(2021)
Diego Finchelstein
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Maria Alejandra Gonzalez-Perez
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SALVAJ CARRERA, ERICA HELENA
<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>In this exploratory multiple case study, we aim to compare the internationalization of two state-owned enterprises (SOEs) owned by subnational governments with three owned by central governments in Latin America. This study provides a contextualized answer to the question: What are the differences in the internationalization of subnationally owned SOEs compared to central SOEs? This study finds that the speed and diversification of these two types of SOEs’ internationalization differ because they have a different expansion logic. Subnationally owned SOEs have a gradual and diversified expansion following market rules. Central government’s SOEs are specialized and take more drastic steps in their internationalization, which relates to non-market factors.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>This study builds an exploratory qualitative comparative case analysis that uses multiple sources of data and information to develop a comprehensive understanding of SOEs through process tracing.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>The study posits some assumptions that are confirmed in the case analysis. This study finds relevant differences between sub-national (SSOEs) and central authority (CSOEs’) strategies. SSOEs’ fewer resources and needs to increase income push them to follow a gradual market-driven internationalization and to diversify abroad. CSOEs non-gradual growth is justified by non-market factors (i.e. national politics). CSOEs do not diversify abroad due to the broader set of constituencies they have to face.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Research limitations/implications</jats:title><jats:p>Given the exploratory comparative case study of this research, the findings are bounded by the particularities of the cases and their region (Latin America). This paper and its findings can be useful for theory building but it does not claim any generalization capacity.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>This study adds complexity into the SOEs phenomenon by distinguishing between different types of SOEs. This paper contributes to the study of subnational phenomena and its effect in SOEs’ internationalization process, which is an understudied topic. To the authors’ best knowledge, this is among the first studies that explore subnational SOEs in Latin America.</jats:p></jats:sec>
1Scopus© Citations 7 3
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Prey: startup and public institution alliance while struggling to retain talent
(2019)
Katherina Kuschel
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Francisco Cotapos
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Miguel-Ángel González
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Nestor U. Salcedo
<jats:sec><jats:title content-type="abstract-subheading">Learning outcomes</jats:title> <jats:p>The purpose of this paper is to study and identify the four core management principles of the POLC management framework: planning, organizing, leading and controlling. In particular, students are expected to understand that the classical conceptual frameworks used in strategic management are useful and valid for the planning principle in tech startups.</jats:p> </jats:sec> <jats:sec><jats:title content-type="abstract-subheading">Case overview/synopsis</jats:title> <jats:p>This case study presents the story of Tomás Pollak, founder and CEO of Prey, a software company dedicated to tracking stolen mobile devices. It covers a period of six years beginning at the foundation of the company in 2009 and up to 2015, when the company faced the choice of entering into an alliance with a government agency: The Investigations Police of Chile (PDI or Policía de Investigaciones de Chile). Tomás faced the decision of either going through with the alliance, while dealing with the dire need of recruiting and retaining company talent. This case highlights several management challenges and common strategies faced by entrepreneurs and is intended to spark a class discussion about how the relevance of these management concepts in the context of startups.</jats:p> </jats:sec> <jats:sec><jats:title content-type="abstract-subheading">Complexity academic level</jats:title> <jats:p>Undergraduate, MBA or Post-Graduate courses: Entrepreneurship, Venture Creation, Tech Ventures / Startups / Scaleups, Management / Corporate Management / Business Administration, Strategy.</jats:p> </jats:sec> <jats:sec><jats:title content-type="abstract-subheading">Supplementary materials</jats:title> <jats:p>Teaching Notes are available for educators only. Please contact your library to gain login details or email <jats:ext-link xmlns:xlink="http://www.w3.org/1999/xlink" ext-link-type="email" xlink:href="mailto:support@emeraldinsight.com">support@emeraldinsight.com</jats:ext-link> to request teaching notes.</jats:p> </jats:sec> <jats:sec><jats:title content-type="abstract-subheading">Subject code</jats:title> <jats:p>CSS 3: Entrepreneurship.</jats:p> </jats:sec>
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