Management Research: The Journal of the Iberoamerican Academy of

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Emerald Article: Leveraging the competitive advantage of Iberoamerican
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Sérgio G. Lazzarini

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Sérgio G. Lazzarini, (2012),"Leveraging the competitive advantage of Iberoamerican scholars", Management Research: The Journal of
the Iberoamerican Academy of Management, Vol. 10 Iss: 1 pp. 64 - 73
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MRJIAM YOUNG IBEROAMERICAN SCHOLARS

10,1
Leveraging the competitive
advantage of Iberoamerican
64
scholars
Sérgio G. Lazzarini
Insper Institute of Education and Research, Sao Paulo, Brazil

Abstract
Purpose – The purpose of this paper is to help foster the global reach of Iberoamerican scholars,
based on the author’s own experiences and observations in the field.
Design/methodology/approach – This is an inductive study trying to generate a framework of
“academic positioning” using the author’s own experience as an example.
Findings – This paper presents an analytical framework of “academic positioning” and derives some
practical suggestions for young Iberoamerican scholars.
Originality/value – The paper offers an analytical framework that informs likely career paths for
young Iberoamerican scholars.
Keywords Competitive advantage, Academic staff, Careers, Publishing, Academic career
Paper type Viewpoint

Resumen
El propósito – El propósito de este artı́culo es ayudar a promover el alcance global de académicos
iberoamericanos, basado en las experiencias del autor y observaciones en el campo.
La metodologia – Este es un estudio inductivo tratando de generar un marco de "posicionamiento
académico" utilizando la experiencia del autor como un ejemplo.
Los resultados – Este artı́culo presenta un marco analı́tico de "posicionamiento académico" y deriva
algunas sugerencias prácticas para jóvenes académicos iberoamericanos.
La originalidad/el valor – Este artı́culo ofrece una perspectiva analı́tica sobre probables
trayectorias de carrera para jóvenes académicos iberoamericanos.
Palabras clave Académicos, publicaciones, carrera académica
Tipo de artı́culo Opinión

Management Research: The Journal
of the Iberoamerican Academy of
Management
Vol. 10 No. 1, 2012
pp. 64-73
q Emerald Group Publishing Limited
1536-5433
DOI 10.1108/1536-541211228577
Resumo
Propósito/Objetivo – O objetivo deste artigo é ajudar a promover o alcance global
dos académicos iberoamericanos, baseado nas experiências do próprio autor e nas observações de
campo.
Metodologia – Este é um estudo indutivo que procura gerar um enquadramento de “posicionamento
académico" utilizando a experiência do autor como exemplo.
Resultados – O artigo apresenta um enquadramento analı́tico de “posicionamento académico"
e deriva algumas sugestões práticas para jovens académicos iberoamericanos.
Originalidade/valor – O artigo oferece uma perspectiva analı́tica sobre possı́veis trajectórias de
carreira para jovens académicos iberoamericanos.
Palavras-chave Académicos, publicações, carreira académica
Tipo de artigo Opinião
Introduction Leveraging
In 2012 I complete ten years since I defended my doctoral dissertation at the Olin competitive
School of Business, Washington University in St Louis. I was therefore thrilled to
receive an invitation by the editor in chief of Management Research: The Journal of the advantage
Iberoamerican Academy of Management to write an essay about my experience as an
Iberoamerican scholar. At some point in our lives, it is useful to reflect about our own
trajectory and draw some lessons from our ups and downs. To do so, I will basically 65
build on a presentation that I made at a Professional Development Workshop (PDW) at
the 2011 Academy of Management Conference in San Antonio, Texas.
The usual caveat applies here, though. It is a personal account of an idiosyncratic
experience that may not be generalizable to other contexts. Nevertheless, using my
background as a strategy scholar – and perhaps running the risk of being too
pretentious – I will propose a theory of academic positioning to leverage the competitive
advantage of scholars working outside “traditional” schools in North America and
selected parts of Europe. Hopefully this discussion will bring some elements to help
young scholars reflect on their own careers and suggest possible paths to increase their
impact in the global academia.

My own case
I am a Brazilian and started developing a taste for the academia when I enrolled the
Masters’ course in Business Administration at the University of São Paulo. I initiated
my studies there in 1994 and my thesis advisor, Decio Zylbersztajn, had just arrived
from a sabbatical period at the University of California, Berkeley. Having worked with
Oliver Williamson, Decio was an enthusiast of New Institutional Economics (NIE) and
especially Transaction Cost Economics (TCE). I instantly caught his enthusiasm and
started reading Oliver Williamson, Douglass North, Ronald Coase, like crazy. Back
then, NIE and TCE were seen as novel strands that could beautifully inform several
aspects ill covered by traditional microeconomics – such as vertical integration,
contracting, managerial compensation and much more. Also working as a strategy
consultant, I also saw myself equipped with a set of powerful analytical tools to advise
firms on various practical issues such as their supply chain strategy, their internal
organization, and their portfolio of alliances.
In 1997, Decio and I had an opportunity to present a paper at the Inaugural
Conference of the International Society of New Institutional Economics. Because the
conference was held at Washington University in St Louis, I got to know the school and
then decided to apply for the Doctoral Program in Organizational Behavior (OB) and
Strategy at the Olin School of Business. Washington University not only had a brilliant
group of economists dealing with institutions (Douglass North himself was there), but
also scholars in the business school working with economic organization (such as Tood
Zenger, who later became my dissertation advisor, and Jackson Nickerson), as well as
numerous scholars in related departments (especially Gary Miller, a political science
professor who taught me how to conduct laboratory experiments in a host of joint
projects). Because my strategy program was jointly conducted with the OB group,
I also had an opportunity to take OB courses and interact with several OB scholars.
I soon realized that TCE’s behavioral assumptions such as opportunism – according to
Williamson (1985, p. 47), “self-interest with guile” – were eschewed by OB scholars
trained with a more refined, complex portrayal of human behavior. I often engaged
MRJIAM in heated discussions with my OB colleagues in the PhD program. (Incidentally, this
10,1 experience motivated a subsequent paper on alternative views of human motivation in
the workplace, accepted for publication in this journal: Lazzarini et al., 2012).
Such interdisciplinary training was critical to my development as a scholar; instead
of becoming trapped into specific camps, I always tried to be alert to different
perspectives and reconcile distinct views on the same subject. In this sense, my
66 doctoral dissertation focused on the governance of interorganizational relations but
tried to combine elements from distinct theoretical perspectives – TCE, Industrial
Organization, Social Networks and so on – as well as varied research methods – one of
the empirical chapters used experimental methodology, the other employed
econometric analysis of field data.
When I was about to defend my dissertation, I confess that my initial inclination
was to go to the global job market and try a position in some “traditional” school in
North America or selected parts of Europe. When you are a doctoral student outside
your home country, all you keep hearing is: “why go back? You have the potential to
stay and do research in a good university.” Some have explicitly “warned” me that
returning to Brazil would be limiting; I would have a hard time fostering connections
and being accepted as a respected scholar. Even nowadays, from time to time, someone
will ask me when I will consider applying to a position outside Brazil.
However, for some family reasons, I decided to return to my country. I had a very
good offer from my current school, Insper (then called Ibmec), and felt that I would
have a good environment to do research and develop my academic career. I did not go
to the global job market, sending application packages to traditional schools, because
I already had a job offer from Insper and thought it would be unethical to entertain
invitations to present my work given that my return to Brazil was already decided.
Starting my research and teaching duties in August 2002, I tried to keep up with the
hard work, targeting top journals and conferences. I was surprised when one of the
chapters of my dissertation, eventually published in the Strategic Management Journal
(Lazzarini, 2007), won the prestigious Glueck Best Paper Award of the Business Policy
and Strategy (BPS) Division of the Academy of Management in 2003. I thought that
this prize would help “legitimize” me as a respected scholar working in a
“non-traditional” country (NTC). I was wrong. All I keep hearing during the 2003
Academy of Management Conference was: “are you kidding? With this prize, why
don’t you come back to the United States?”
That was very frustrating. However, at the same time, I became more and more
interested in pursuing impact outside the academia. The paper mentioned above
(Lazzarini, 2007) was about global networks in the airline industry; and, in Brazil, there
was a scarcity of analysts to comment on some critical changes in the industry and
some controversial public policy decisions. I soon became a source for local journalists
covering the industry; the opportunity to participate in the public debate was a novel
and fascinating experience. In addition, given my previous work using network
analysis applied to the global airline industry, I was invited in 2004 to be part of a team
of researchers, led by Bruce Kogut, to collect data on ownership networks in Brazil –
owners connected with other through their common participation in the same
companies – and then perform international comparisons. Analyzing the data, I soon
realized that the most central actors in the Brazilian economy were actors controlled
directly or indirectly by the government – despite the liberalization and
privatization events that started in 1990s. Again that turned to be a surprising and Leveraging
controversial topic, leading to several newspaper interviews and a completely new competitive
research agenda.
While I visited Harvard University in the first semester of 2010, I worked on my book advantage
Capitalismo de Laços (translated as Capitalism of Ties; Lazzarini, 2011). Written in a
more accessible language and targeting the Brazilian audience, the book was very well
received in my country. Working with Aldo Musacchio from the Harvard Business 67
School, I also started several academic projects on “state capitalism” (Bremmer, 2010)
using Brazil as an empirical context. Namely, we have been examining how the
government, either through state-owned enterprises or development banks, affects
industrial development and the performance of companies. Our first working paper
(Lazzarini and Musacchio, 2010) won the Best Presentation Prize at the Strategic
Management Special Conference in Rio, in March 2011. We have several ongoing papers
on this topic and should consolidate our findings in a book to be published
internationally, tentatively entitled Leviathan in Business. The idea is to use the
Brazilian experience as a material to draw lessons for the evolving debate on how states
interact with firms and industries.
In the meantime, I also had the privilege to receive attention form some wonderful
scholars more sensitive to novel issues and “NTC” academic clusters. Thus, in 2007
I was invited by Anita McGahan and Russ Coff to be part of the group of BPS “global
representatives” – scholars from various regions in the world with the specific duty to
help integrate the academia in their localities with the global academic community
surrounding the Academy of Management. In 2008, I was again invited to run for a
position in the BPS Executive Committee – and was eventually elected. This also
helped prove to myself that, with all limitations and obstacles, it is possible to become
connected with more established academic networks. My initial contact with Anita also
evolved as a research project on public-private interactions in the Brazilian health
sector – jointly with Peter Klein and my long-standing Brazilian co-author and friend,
Sandro Cabral. With Sandro I also have several projects trying to apply strategy and
organization concepts in the public sector domain (for instance, the organization of
prisons; see Cabral et al., 2012).

A theory of academic positioning

In light of my own experience, I will now dare to propose a theory of academic
positioning: how scholars from NTC can increase their exposure and impact in the global
academia by attracting the attention of scholars from “traditional” countries (TC).
Figure 1 shows the “product space” of the NTC scholar. The horizontal axis indicates the
scope of the theory or analytical framework pursued by that scholar, while the vertical
axis indicates whether the context or empirical setting is based on local or general
phenomena.
Most scholars working at “traditional” schools are positioned in the upper right
quadrant: they adopt analytical frameworks that are broad in scope using general
databases (or, at least, databases from a country, such as the USA, focused by the
majority of researchers). An example would be a paper trying to test Barney’s (2002)
resource-based proposition that superior sustainable performance is brought by
resources or competencies that are valuable, rare, difficult to imitate, and explored by the
organization (VRIO). Some could collect data from firms in the USA or from a sample
MRJIAM
Example: Test of how
10,1 VRIO interacts with
Example: Test of VRIO
General using global data or data
institutional conditions
from “traditional” countries
faced by multiple countries
EMPIRICAL SETTING
(DATA CASES)

68

Example: Test of how VRIO

interacts with institutional Example: Test of VRIO
Local
conditions faced by “non- using local data
traditional” countries

Figure 1. Local refinements Broad

The “product space” of the
scholar (with examples) SCOPE OF THEORY / ANALYTICAL
FRAMEWORK

of global firms and try to measure the profile of their resources. Alternatively, a NTC
scholar could take the VRIO framework and try to apply it to his or her own country by
assembling a database of local firms and/or describing local cases – the lower right
quadrant.
Because the VRIO framework is general, it says nothing about local conditions that
will affect whether certain types of resources will lead or not to superior sustainable
performance. Thus, a NTC scholar could try to tweak the VRIO framework or add a
contingency-based variable related to some local condition – for instance, the
institutional environment of the country defined by formal institutions such as laws
and regulations, or informal institutions such as social norms and codes of conduct
(Peng et al., 2009). Then the scope of the research would start incorporating local
refinements – preferably refinements that are not idiosyncratic to one particular
country, but observed in several countries with similar characteristics. For instance,
Khanna and Palepu (2010) claim that emerging countries face, in general, institutional
voids associated with poor legal enforcement, inefficient capital markets, thin labor
markets, among other limiting factors affecting the strategy of corporations.
Presumably, these voids should affect the types of resources that firms can obtain to
achieve superior performance. For instance, political connections can be valuable, rare
and difficult-to-imitate resources developed by firms threatened by discretionary
governmental regulations.
If pursuing this more restricted analytical positioning, NTC scholars can move in
two ways. They can try to find some specific feature in their own country that is
observed in other countries, therefore using local cases or databases – the lower left
quadrant. Or, if they are more ambitious, they can collect data from multiple countries
or partners with other NTC scholars to promote a more general test of those local
conditions generalizable to a subgroup of countries with similar traits – the upper left
quadrant.
 Which positioning strategy will yield more impact? Before we proceed, I need to say Leveraging
that academics should do research on whatever brings them more intellectual competitive
satisfaction and challenge. Therefore, although I am using “global academic impact” as
a performance indicator (potential for citations or insertion into reputable academic advantage
networks, for example), not all NTC scholars will and should maximize this indicator.
Perhaps some scholars will want to focus on some local topic that is of their own interest
and with potential to address pressing local problems. And this is perfectly fine. 69
However, let us assume that a scholar wants to increase his or her global impact.
Figure 2 shows some possible outcomes of each strategy. Using local data to test a
general theory (the lower right quadrant) will likely result in limited impact, because
established TC scholars – the gatekeepers, such as journal editors deciding whether a
piece will be published – will probably argue that local specificities of the country are
influencing results, or that results are not generalizable to other countries. Testing
general theories using global data (the upper right quadrant) is possible for the NTC
scholar, but it is probably not part of his or her competitive advantage. TC scholars
tend to have more access to general databases and more resources to collect data in
their countries.
A more rewarding strategy might be to find some local issue that is potentially
generalizable to other countries, and use that issue as a way to refine or expand
received theory. NTC scholars pursuing this strategy can start by collecting data from
their home country (the lower left quadrant), however making sure to stress that the
“local” phenomenon under consideration is important and applicable to other countries.
And, as this research agenda progresses, NTC scholars can try to expand their
databases or their cases to cover more similar countries (the upper left quadrant). Of
course, the success of this strategy will depend on whether gatekeepers will also find
the chosen phenomenon of general importance for the audience of a given journal or
conference. Therefore, when pursuing this strategy, it will also be critical to be alert to
movements in the field and constantly talk to prominent scholars to ask for advice

Potential “home run” Limited competitive

General (depending on existing advantage of scholars located
gatekeepers...) in “non-traditional” countries
EMPIRICAL SETTING
(DATA CASES)

Potential contribution
(depending on whether local Limited (global)
Local
problem is faced by other contribution
countries)

Figure 2.
Local refinements Broad The “product space” of the
scholar and expected
SCOPE OF THEORY / ANALYTICAL outcomes
FRAMEWORK
MRJIAM or suggestions on how to proceed with a given new topic. If a local phenomenon is seen
10,1 as important and present in several parts of the world, thus receiving growing
attention from TC scholars, the work of the NTC scholar will likely become a “home
run” – better still, using soccer terminology (more prevalent in Iberoamerica), an
“outstanding goal” (as we say in Brazilian Portuguese, “gol de placa”). An example is
the book by Peruvian economist Hernando de Soto (1990). He showed how difficult it
70 was for an entrepreneur to set up a company in Peru; transaction costs were
excessively high, thereby inhibiting the development of the formal economy. This
analysis helped spark an evolving stream of research focused on the “costs of doing
business” and the effect of local institutions on entrepreneurial activity in several
countries.
My own trajectory roughly follows that “product space” starting in the upper right
quadrant and then performing a clockwise turn. As I mentioned before, one of my first
papers was about global networks in the airline industry; so my analytical framework
was broad (alliance networks) and my empirical setting was general (data on global
airlines). However, returning to Brazil, I soon became more sensitive to local demands
and started analyzing local phenomena such as changes in the local airline industry
and in the ownership of Brazilian firms. However, especially with the insights gained
in the latter, I realized that I was dealing with a phenomenon that was prevalent in
other countries: “state capitalism.” My current project with Aldo Musacchio lies in the
lower left quadrant: we are trying to examine state capitalism (a general phenomenon)
using insights from the Brazilian experience. Our next step will be to promote
international comparisons and connect with scholars dealing with this topic in other
countries (the upper left quadrant). My current projects with Sandro Cabral also try to
pursue the same trajectory, using data from Brazil to inform general discussions about
public-private interactions in various types of public services.

Some suggestions
As I already noted, each individual experience is very idiosyncratic. I do not want to
imply that all scholars should follow the same trajectory described before, or that all
scholars should strive for global impact. Sometimes a scholar can create a fundamental
impact in his or her home country by focusing on pressing local issues. However, based
on the framework discussed before, I will suggest some possible actions for those
scholars who would like to increase the global impact of their projects and increase the
global recognition of their work:
.
Do research on what you are passionate about. There is no point in doing research
solely for the purpose of publishing internationally. However, consider finding
new, local issues that can be potentially generalizable to other contexts and
therefore reach a broader academic audience. Opportunities abound.
. Partner with experienced scholars. Sometimes new research opportunities are
brought by prominent researchers trying to execute cross-country comparative
analyses. This was the case of my project on ownership networks with
Bruce Kogut. When I was invited to participate in that project, I was not
particularly interested in “ownership” issues, but in the end the analysis resulted
in key insights that changed my research agenda in an important way. Promising
young, tenure-track TC scholars are also interesting to partner with, because they
are usually energetic, highly productive and with strong incentives to move their
 projects forward. And NTC scholars often have improved access to unique Leveraging
databases based on novel phenomena. These complementary competencies competitive
represent a clear opportunity to forge value-added partnerships.
advantage
.
Practice the language. It is not only about learning how to write in English. It is
about learning how to write in the specific language of the field. Each journal and
each scholarly clique has its own way of framing the research problems,
motivating the project, performing analyses, and reporting results. Here the 71
advice is to practice: read a lot, write a lot, request feedback from conferences and
experienced scholars. It does not matter if a paper is rejected five or six times
when submitted to good international journals; each rejection should be taken as
gained experience and learning.
.
Use received frameworks as tools for “academic translation.” Sometimes good
local problems remain “local” because scholars fail to present the phenomenon in
a way that connects with a more general debate. Using the previous example,
a local scholar may have wonderful insights about how political ties affect firm
performance. However, a NTC scholar will only get attention from TC scholars if
his or her research is connected with a broader analytical framework. For
instance, one can assess political ties through the lens of existing frameworks
such as VRIO or others, and how the insights gained with the local phenomenon
help refine or expand those existing theories or frameworks.
.
Be alert to opportunities to engage in TC networks. More and more, TC scholars are
becoming aware of the need to engage NTC scholars in academic groups such as the
Academy of Management, the Strategic Management Society, and many others.
Some regional associations, such as the Iberoamerican Academy of Management,
are also emerging as more accessible vehicles to connect TC and NTC scholars.
Even in more general meetings, such as the Academy of Management, there are
increasingly valuable resources that can be accessed by NTC researchers. The
“global representatives” of the BPS Division of the Academy of Management,
mentioned before, are an example. Consortia for junior faculty members and PDWs
focusing on topics such as how to get published internationally or how to
develop an international career are becoming commonplace in global academic
meetings.
.
Do not give up. Let us be candid: it is a hard, long, oftentimes frustrating journey.
Working hard on a paper and then receiving a rejection from a journal saying
that “the contribution is scant” or that “the problem is very specific to a
particular country” is absolutely depressing. So is the experience of participating
in a global conference where nobody knows you and where it is hard to get
attention outside the hermetic cliques of TC scholars. Moving forward requires
perseverance and a deep desire to communicate your research and show that
what you are doing can greatly inform the field.

This is not, however, a process that solely depends on NTC scholars. TC scholars should
also understand that their academic field is about what happens in the world; we cannot
generate general theories or managerial recommendations resulting from experiences
drawn from a single locality or subset of firms. Furthermore, it is part of a scholar’s duty
to welcome and learn from colleagues in all parts of the world. Therefore, TC scholars
MRJIAM should also be open to new ideas and phenomena; avoid the “overembeddedness” of their
10,1 existing social cliques during academic meetings; pursue collaborative projects with
NTC scholars such as empirical studies involving cross-country comparisons; invite
NTC scholars to participate in subgroups and committees of existing global
associations; and kindly accept invitations to participate in local workshops and
conferences, especially if those events promote discussions on how to foster the global
72 reach of findings generated by NTC academic communities.

Concluding remarks
With this article, I tied to reflect on my own experience to inductively generate some
suggestions to foster the global reach of young Iberoamerican scholars. In this sense,
this piece is positioned in the lower left quadrant of Figures 1 and 2. Although I tried to
promote a general discussion, the article is still heavily derived from what I have
observed and learned in my own journey. It will be useful to hear from other
experienced Iberoamerican scholars and also learn from their academic trajectories.
The initiative of this journal to promote such reflections is therefore extremely
welcome. I am very happy to be part of this endeavor and I am looking forward to
continue participating in this important debate.

References
Barney, J.B. (2002), Gaining and Sustaining Competitive Advantage, Prentice-Hall, Upper Saddle
River, NJ.
Cabral, S., Lazzarini, S.G. and Azevedo, P.F. (2012), “Private entrepreneurs in public services: a
longitudinal examination of outsourcing and statization of prisons”, Strategic
Entrepreneurship Journal (in press).
Khanna, T. and Palepu, K. (2010), Winning in Emerging Markets: A Road Map for Strategy and
Execution, Harvard Business Press, Cambridge, MA.
Lazzarini, S.G. (2007), “The impact of membership in competing firm constellations: evidence on
the operational performance of global airlines”, Strategic Management Journal, Vol. 28,
pp. 345-67.
Lazzarini, S.G. (2011), Capitalismo de laços: os donos do Brasil e suas conexões, Campus/Elsevier,
Rio de Janeiro.
Lazzarini, S.G. and Musacchio, A. (2010), “Leviathan as a minority shareholder: a study of equity
purchases by the Brazilian National Development Bank (BNDES), 1995-2003”, working
paper, Insper, São Paulo.
Lazzarini, S.G., Mesquita, L.F. and Islam, G. (2012), “Bad for practice? Reconciling alternative
views on managerial attitudes and their impact on organizational performance”,
Management Research (in press).
Peng, M.W., Sun, S.L., Pinkham, B. and Chen, H. (2009), “The institution-based view as a third leg
for a strategy tripod”, Academy of Management Perspectives, Vol. 23 No. 3, pp. 63-81.
Williamson, O.E. (1985), The Economic Institutions of Capitalism, The Free Press, New York, NY.

About the author

Sérgio G. Lazzarini (PhD, 2002, Washington University in St Louis) is a Professor of Organization
and Strategy at Insper Institute of Education and Research (former Ibmec São Paulo), a private
business school in Brazil. He does research on strategic management, with particular emphasis on
how emerging market contexts affect business strategy, and the organization of the
public-private interactions. He has published in sources such as Strategic Management Journal, Leveraging
Academy of Management Journal, Organization Science, Journal of Economic Behavior and
Organization, Journal of Law, Economics and Organization, Journal of Management Studies and competitive
Public Choice, among others. His research has received several prizes, including the Glueck Best advantage
Paper Award of the BPS Division of the Academy of Management (2003), Best Paper Prize of the
Iberoamerican Academy of Management Conference (2003), Best Paper Prize of the Strategy
Division of the Brazilian Academy of Management (ANPAD, 2005), and Best Presentation Prize of
the Strategic Management Society Special Conference in Rio (2011). He teaches undergraduate, 73
Executive MBA, and Master’s courses in Strategic Management, Competitive Strategy, Corporate
Strategy, and Business Strategy in Emerging Markets. Sérgio G. Lazzarini can be contacted at:
SergioGL1@insper.edu.br

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