Conformity or Nonconformity in Multinationality? Performance Implications for the Italian Ceramic Tile Manufacturers

To date international management studies have found mixed results on the relationship between multinationality and performance. We address the multinationality–performance relationship by exploring the concept of conformity in multinationality, which expresses the extent to which a firm’s multinationality resembles the multinationality of its peers at a particular point in time. Our results show that, ceteris paribus, the best performing firms are those with high levels of conformity in multinationality to the strategic group peers as well as those with high levels of conformity to the market leader. Hypotheses are tested with data on the conformity in multinationality of 61 Italian ceramic tile manufacturers in the 2005–2009 time period.