Skip to main content

Dr Irina Surdu

Lecturer in Strategy and International Business

Programme Director for BSc International Business and Finance

Irina Surdu 75e5pfilu

Specialisms

  • By area: Foreign market re-entry, International expansion modes, Organisational learning, Institutions, Emerging market multinationals

Location

142, HBS, Whiteknights

Dr. Irina Surdu specialises in International Business Strategy with a focus on market entry-exit-re-entry decisions of MNEs. She is particularly interested in how MNEs make strategic decisions about international markets, such as re-entry after having exited a foreign market. She explores such a theme predominantly from the organisational learning and unlearning perspectives. In her work, the effects of host institutional development in facilitating organisational learning has also been examined. She has completed her PhD at the Warwick Business School, University of Warwick, UK.

So far, Dr Irina Surdu has published in journals such as Journal of international Business Studies, Journal of World Business, International Business Review and International Marketing Review.

She presented multiple papers at conferences such as AOM, AIB, AIB UK-I and BAM.

Her research won multiple awards at AIB (UK-I) conferences:

  • EIBA conference, Milan, Italy 13-17 December 2017 - "Back so fast? Empirical evidence on the speed of foreign market re-entry after initial entry and exit" (BEST PAPER AWARD)
  • BAM conference, Warwick, 5-7 September 2017 – “Boomerang multinationals? Similarities and differences between emerging and developed foreign market re-entrants” (BEST PAPER AWARD)
  • AIB UK conference, London, 8-10 April 2016 – “Once bitten, not necessarily shy? The effect of organisational learning and institutional change on foreign market re-entry commitment” (BEST PAPER AWARD)
  • AIB UK conference, York, 10-12 April 2014 - “Back again? Antecedents, outcomes and moderators of foreign market re-entry” (MOST ORIGINAL NEW WORK AWARD)
  • AIB UK conference, Birmingham 21-23 March 2013 – “A study on the re-internationalisation phenomenon” (MOST ORIGINAL NEW WORK AWARD)

Irina has taught Strategy, International Business and International Management at Warwick Business School at an undergraduate and postgraduate level, including Full-time and distance learning MBA. She has received a Teaching Excellence Certificate from the University of Warwick for her work at the postgraduate level.

Currently, she teaches Strategy at the University of Reading.

Courses taught are:

MWM006 (FT MBA - Strategy)

MM393 (UG - Corporate Strategy)

MM394(UG - Global Strategy)


Reference: Nardella, G. , Narula, R. and Surdu, I. (2021) Behavioural theory and MNE decision making: changing the narrative in international business management. In: Bozkurt, Ö. and Geppert, M. (eds.) Research Agenda in International Business Management. Edward Elgar. (In Press)
Reference: Surdu, I. and Narula, R. (2020) Organizational learning, unlearning and re-internationalization timing: differences between emerging- versus developed-market MNEs. Journal of International Management. 100784. ISSN 1075-4253 doi: https://doi.org/10.1016/j.intman.2020.100784
Reference: Nardella, G. , Brammer, S. and Surdu, I. (2020) Shame on who? The effects of corporate irresponsibility and social performance on organizational reputation. British Journal of Management, 31 (1). pp. 5-23. ISSN 1467-8551 doi: https://doi.org/10.1111/1467-8551.12365
Reference: Castellani, D. , Narula, R. , Nguyen, Q. , Surdu, I. and Walker, J. (2018) No longer at ease in the old dispensation: reappraising the role of international business in the world economy. In: Castellani, D. , Narula, R. , Nguyen, Q.T.K. , Surdu, I. and Walker, J. (eds.) Contemporary Issues in International Business: Institutions, Strategy and Performance. The Academy of International Business. Palgrave Macmillan, pp. 1-10. ISBN 9783319702193 doi: https://doi.org/10.1007/978-3-319-70220-9
Reference: Surdu, I. , Mellahi, K., Glaister, K. W. and Nardella, G. (2018) Why wait? Organizational learning, institutional quality and the speed of foreign market re-entry after initial entry and exit. Journal of World Business, 53 (6). pp. 911-929. ISSN 1090-9516 doi: https://doi.org/10.1016/j.jwb.2018.07.008
Reference: Surdu, I. , Mellahi, K. and Glaister, K. W. (2019) Once bitten, not necessarily shy? Determinants of foreign market re-entry commitment strategies. Journal of International Business Studies, 50 (3). pp. 393-422. ISSN 1478-6990 doi: https://doi.org/10.1057/s41267-018-0167-3
Reference: Surdu, I. , Mellahi, K. and Glaister, K. (2018) Emerging market multinationals’ international equity-based entry mode strategies: review of theoretical foundations and future directions. International Marketing Review, 35 (2). pp. 342-359. ISSN 0265-1335 doi: https://doi.org/10.1108/IMR-10-2015-0228
Reference: Surdu, I. and Mellahi, K. (2016) Theoretical foundations of equity based foreign market entry decisions: a review of the literature and recommendations for future research. International Business Review, 25 (5). pp. 1169-1184. ISSN 0969-5931 doi: https://doi.org/10.1016/j.ibusrev.2016.03.001

Organisational growth

In this module, learners will explore the areas of strategy, finance, culture and change and how these impact one another. They will determine how an organisation's vision and mission can...

Module code: DM3001