A Contingency Model of Strategic Responses to the Institutional Challenges in Emerging Countries: Evidence and Findings from Least Developed Countries
Publication: Journal of Management in Engineering
Volume 39, Issue 4
Abstract
The infrastructure development of emerging economies forms new market opportunities with great potential for multinational firms. However, international contractors are faced with extraordinary institutional challenges when investing in emerging countries. Extant studies of international contractors’ institutional pressures in emerging economies mainly focus on the awareness of, impacts of, and learning about the institutional pressures; few studies have investigated how to cope proactively with the institutional challenges. This study investigated how international contractors should deal with the institutional challenges in emerging countries. We developed a contingency model of strategic responses to institutional challenges, evaluated the model, and applied the model to some common institutional challenges in emerging countries. A case study provided empirical evaluation and exploratory findings. A new pattern of the response to institutional challenges, which is psychological in nature, was discovered in the case study.
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Data Availability Statement
Some or all data, models, or code that support the findings of this study are available from the corresponding author upon reasonable request.
Acknowledgments
This work was supported by the National Science and Technology Council of Taiwan (Grant No. MOST 111-2221-E-002-060).
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Published In
Journal of Management in Engineering
Volume 39 • Issue 4 • July 2023
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© 2023 American Society of Civil Engineers.
History
Received: May 30, 2022
Accepted: Jan 17, 2023
Published online: Mar 25, 2023
Published in print: Jul 1, 2023
Discussion open until: Aug 25, 2023
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