EDMAN, Jesper Carl Goeran

写真a

Affiliation

Faculty of Commerce, School of Commerce

Job title

Associate Professor

Profile

Jesper Edman's research focuses on how firm's strategies are shaped by - and shape - the external environment. Drawing primarily on theories from organizational sociology, Edman has examined how regulations and laws, cultural norms, and media discourse influence foreign market entry strategies, innovation, and the emergence of new industries. He is particularly interested in how Japanese firms are responding to institutional change resulting from globalization, and how these responses are in turn re-shaping Japanese markets and industries.

Edman's PhD dissertation on the Japanese banking industry received the Gunnar Hedlund Dissertation Award from the European International Business Association, as well as the Farmer Dissertation Award from the Academy of International Business. His subsequent has appeared in the Journal of International Business Studies, the Journal of Management Studies, and Research on the Sociology of Organizations, among others. He has also produced consulting reports for both major private Japanese firms, and government associations, including the European Union. Edman serves on the editorial review boards of the Academy of Management Review, the Journal of International Business Studies, and the Global Strategy Journal.

Research Experience 【 display / non-display

  • 2017.04
    -
    Now

    Hitotsubashi University   Graduate School of Commerce and Management   Associate Professor

  • 2015.04
    -
    2017.03

    Hitotsubashi University   Graduate School of Commerce and Management   Assistant Professor

  • 2011.04
    -
    2015.03

    Hitotsubashi University   Graduate School of International Corporate Strategy   Assistant Professor

  •  
     
     

    Hitotsubashi University Graduate School of Commerce and Management   Associate Professor

 

Research Interests 【 display / non-display

  • -

Papers 【 display / non-display

  • Reconciling the Advantages and Liabilities of Foreignness: Towards and Identity-Based Perspective

    EDMAN JESPER

    Journal of International Business Studies   47 ( 6 ) 674 - 694  2016.08  [Refereed]

     View Summary

    This article leverages identity theory to address the question of when and how foreignness acts as an advantage and liability for the MNE subsidiary. Applying an organizational identity lens, I delineate how subsidiaries manage their foreignness by accentuating and attenuating internal and external organizational attributes. Drawing on this conceptualization, I theorize how an accentuated foreign identity moderates context-specific advantages and liabilities. In offering a more nuanced understanding of how subsidiaries actively manage their foreignness, and its contextual implications, an identity-based framework helps to both explain and reconcile the advantages and liabilities of foreignness.

    DOI

  • Cultivating Foreignness: How Organizations Maintain and Leverage Minority Identities

    Jesper Edman

    Journal of Management Studies   53 ( 1 ) 55 - 88  2016.01  [Refereed]

     View Summary

    Scholars increasingly recognize that organizational fields contain minority identities, linked to alternative logics. Extant work has been largely silent on how such minority identities are maintained, and what their implications are for organizational agency. I contribute to filling this gap by examining how organizations cultivate minority identities, and how such identities both enable and constrain agency. Employing the foreignness of multinational enterprise subsidiaries as a particular case of minority identity, I find that managers actively cultivate minority identities by embedding into niche networks, reinforcing alternative expectations, and categorizing themselves into distinct collective identities. These elements of the minority identity enable particular forms of agency - internal experimentation and an external license to deviate - while constraining others - adaptation to the dominant logic and positioning in mature market segments. The findings extend theory by highlighting how minority identities are generated and sustained, as well as their implications for agency.

    DOI

  • MNE institutional advantage: How subunits shape, transpose and evade host country institutions

    Patrick Regner, Jesper Edman

    JOURNAL OF INTERNATIONAL BUSINESS STUDIES   45 ( 3 ) 275 - 302  2014.04  [Refereed]

     View Summary

    Scholars increasingly emphasize the impact of institutions on multinational enterprises (MNEs), but the opposite relationship has attracted less research that is, MNE agency in relation to institutions. Based on a comparative case study of six MNEs from the United States and Sweden, this paper remedies this. It explores and explicates MNE subunits' strategic responses to host country institutional constraints and opportunities in five different regions. A new-institutional approach is adopted, which allows for an investigation of MNE subunit agency in relation to normative and cognitive institutions, as well as regulative ones. This fine-grained analysis reveals not only what kinds of responses MNE subunits invoke, but why and how they are able to respond. We identify four strategic responses by which subunits shape, transpose and evade institutions in the pursuit of competitive advantage: Innovation, Arbitrage, Circumvention and Adaptation. These responses are driven by three key enablers: multinationality, foreignness and institutional ambiguity - that serve to enhance and heighten three mechanisms: reflexivity, role expectations and resources. By linking the enablers and the mechanisms to specific types of strategic responses in a framework and typology, the paper not only contributes to emerging research on the interplay between MNEs, institutions and strategy, but to strategy practice.

    DOI

  • Fleeting fleet street: The ephemeral nature of institutional media effects

    Stefan Jonsson, Jesper Edman

    Organizations and the Media: Organizing in a Mediatized World     62 - 78  2014.01  [Refereed]  [Invited]

    DOI

Specific Research 【 display / non-display

  • Creating a global organizational identity at Japanese companies

    2018  

     View Summary

    In a studyof two Japanese companies, I found that internationalization often leads to organizationalidentity conflicts, centered on the company’s historic values, beliefs andpractices, and the way they may be changing. One reason for conflict is that whiletop-level management often espouses global traits (e.g. diversity, use ofEnglish, international market focus, etc), these aspects are often miscommunicatedto middle management, leading the latter tend to re-emphasize their Japaneseidentity. Middle management often uses terms introduced by top management, butin practice their Japanese identity is still important. Identity conflict alsoarises due to geographical distance. When global headquarters are separatedfrom national headquarters, it can lead to a feeling of distrust and disconnect.This is often heightened by companies’ well-meaning efforts to place foreignemployees in the same location. Such concentration of foreign staff results in abifurcation of the organizational identity, such that one part becomes “global”while the other sees itself as Japanese. This negatively affects knowledge-sharingand may eventually lead to organizational divestiture. In order to offset the identityconflicts that arise during internationalization, companies should co-locate globaland national staff, and ensure that top management’s strategies are understood bymiddle management.

 

Syllabus 【 display / non-display

display all >>