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Chair in International Management and Governance

  • Group picture of the Chair of International Management and Governance: persons from left to right, Simona Gentile-Lüdecke (dark hair, glasses), Gunnar Leymann (blond, short hair), Sarianna M. Lundan (blond, medium-length hair), Fredrik Utesch-Xiong (very short, brown hair, beard), Felix Lüders (short, blond hair)

    Welcome

    to the homepage of the Chair in International Management and Governance (IMG).

Leadership and Topics

Prof. Dr. Sarianna Lundan

Multinational Enterprises

International Management

Policies

Policies

Research Spotlight

  • Cover des Journal of International Business Policy (grün mit gelber Schrift)

    Since 2018 Professor Lundan is inaugural editor-in-chief of the Journal of International Business Policy (JIBP) 

    The journal is intended to serve as the principal outlet for theoretical and empirical research in all areas of policy that relate to international business. Although JIBP primarily targets scholars and researchers, the journal particularly values contributions that have concrete implications for policy makers and the broader society. As a sister journal of the Journal of International Business Studies (4* ‘World Elite’-Ranking, ABS), JIBP complements existing journals in this area.

  • New publication by Prof. Lundan

    Title: Adjusting to and learning from institutional diversity: Toward a capability-building perspective

    Abstract: This paper identifies two main dimensions – institutional diversity and dynamism – in the research stream that has substantively engaged with the important contribution of Jackson and Deeg (J Int Bus Stud 39(4):540–561, 2008) Taking into account their core criticism that institutional analysis in international business research is often de-contextualized, and building on these two dimensions, we present two possible paths for institutional analysis that are sensitive to context. The first is a methodological shift towards configurational analyses, and specifically the analysis of counterfactual scenarios that could reveal new information about decision alternatives. The second is a shift away from a focus on costs, and towards the possibility of MNEs building capabilities in an exploratory manner when confronted with institutional diversity. Both approaches build on an understanding of MNEs as strategic actors that co-evolve with their environments.

    Access the commentary here