Combatting global disruption through tertius iungens orientation of CEOs: A moderated-mediated mechanism

Arpita Agnihotri, Saurabh Bhattacharya*, Vahid Jafari-Sadeghi

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


Utilizing microfoundations theory of internationalization, we explore how micro-multinationals' CEOs tertius iungens orientation, i.e., ability to enhance co-ordination among different parties, influence mMNEs performance during disruptive forces set by the COVID-19 pandemic. We assert that CEOs' tertius iungens orientation leads to better organizational resiliency, i.e., swiftly responding to disruptive changes, and resiliency enhances the mMNEs performance. We thus explore the mediating effect of organizational resiliency in the CEO tertius iungens orientation and mMNE performance relationship. We further assert that the global mindset of the CEO moderates this mediated relationship between the CEO tertius iungens orientation and mMNE performance. We test our hypotheses based on mMNEs in the UK and thus extend mMNE literature, where the role of the upper echelon and their influence on organizational resiliency remains scantly explored, which becomes critical when global forces such as the COVID-19 pandemic disrupt the ordinary course of business.
Original languageEnglish
Article number101060
Number of pages17
JournalJournal of International Management
Issue number5
Early online date8 Aug 2023
Publication statusPublished - 1 Oct 2023

Bibliographical note

Funding Information:
This article is partially funded from Newcastle University Business School's Research Fund.

Publisher Copyright:
© 2023 Elsevier Inc.


  • Tertius iungens orientation
  • mMNE
  • Organizational resiliency
  • COVID-19 pandemic
  • CEO global mindset


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