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Books on the topic 'Emerging market multinationals'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Breinbauer, Andreas, Louis Brennan, Johannes Jäger, Andreas G. M. Nachbagauer, and Andreas Nölke, eds. Emerging Market Multinationals and Europe. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-31291-6.

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2

Williamson, Peter J., Ravi Ramamurti, Afonso Fleury, and Maria Tereza Leme Fleury, eds. The Competitive Advantage of Emerging Market Multinationals. Cambridge: Cambridge University Press, 2013. http://dx.doi.org/10.1017/cbo9781139506694.

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3

Amitava, Chattopadhyay, and Ozsomer Aysegul, eds. The new emerging market multinationals: Four strategies for disrupting markets and building brands. New York, NY: McGraw-Hill, 2012.

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4

Graser, Stephanie. Das Zusammenspiel von Internationalisierung auf realwirtschaftlicher und finanzwirtschaftlicher Seite: Die besondere Relevanz fu r Emerging Market Multinationals. Wiesbaden: Betriebswirtschaftlicher Verlag Gabler, 2011.

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5

Ramamurti, Ravi, and Jitendra V. Singh, eds. Emerging Multinationals from Emerging Markets. Cambridge: Cambridge University Press, 2009. http://dx.doi.org/10.1017/cbo9780511576485.

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6

Nölke, Andreas, ed. Multinational Corporations from Emerging Markets. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137359506.

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7

Demirbag, Mehmet, and Attila Yaprak. Handbook of emerging market multinational corporations. Cheltenham: Edward Elgar, 2015.

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8

Williams, Densil A. Competing against Multinationals in Emerging Markets. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137500328.

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9

Szunomár, Ágnes, ed. Emerging-market Multinational Enterprises in East Central Europe. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-55165-0.

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10

Global Business Strategy: Multinational Corporations Venturing into Emerging Markets. Cham: Springer Nature, 2015.

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11

Competing against multinationals in emerging markets: Case studies of SMEs in the manufacturing sector. Basingstoke, Hampshire: Palgrave Macmillan, 2015.

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12

Strategies in Emerging Markets: A Case Book on Danish Multinational Corporations in China and India. [Copenhagen]: Copenhagen Business School Press, 2010.

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13

Emerging Market Multinationals in Europe. Taylor & Francis Group, 2016.

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14

Williamson, Peter J., Ravi Ramamurti, Maria Tereza Leme Fleury, and Afonso Fleury. Competitive Advantage of Emerging Market Multinationals. University of Cambridge ESOL Examinations, 2013.

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15

The Competitive Advantage of Emerging Market Multinationals. Cambridge University Press, 2013.

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16

Brennan, Louis, Johannes Jäger, Andreas Nölke, Andreas Breinbauer, and Andreas G. M. Nachbagauer. Emerging Market Multinationals and Europe: Challenges and Strategies. Springer, 2020.

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17

Brennan, Louis, Johannes Jäger, Andreas Nölke, Andreas Breinbauer, and Andreas G. M. Nachbagauer. Emerging Market Multinationals and Europe: Challenges and Strategies. Springer, 2019.

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18

Emerging Market Multinationals: Managing Operational Challenges for Sustained International Growth. Cambridge University Press, 2016.

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19

Emerging Market Multinationals: Managing Operational Challenges for Sustained International Growth. Cambridge University Press, 2016.

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20

Emerging Multinationals in Emerging Markets. Cambridge University Press, 2009.

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21

Ravi, Ramamurti, and Singh Jitendra V. 1925-, eds. Emerging multinationals from emerging markets. New York: Cambridge University Press, 2009.

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22

Emerging Multinationals in Emerging Markets. Cambridge University Press, 2010.

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23

Cuervo-Cazurra, Alvaro, and Miguel A. Montoya. Mexican Multinationals: Building Multinationals in Emerging Markets. Cambridge University Press, 2018.

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24

Understanding Multinationals from Emerging Markets. Cambridge University Press, 2014.

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25

Cuervo-Cazurra, Alvaro. Understanding Multinationals from Emerging Markets. Cambridge University Press, 2015.

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26

Multinational Enterprises in Emerging Markets. Copenhagen Business School Pr, 2002.

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27

Hadjikhani, Amjad, Pervez N. Ghauri, Ulf II Elg, and Ulf Elg. Business, Society and Politics: Multinationals in Emerging Markets. Emerald Publishing Limited, 2012.

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28

Multinational Corporations from Emerging Markets: State Capitalism 3.0. Palgrave Macmillan, 2014.

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29

Nölke, A. Multinational Corporations from Emerging Markets: State Capitalism 3.0. Palgrave Macmillan, 2014.

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30

Motohashi, Kazuyuki. Global Business Strategy: Multinational Corporations Venturing into Emerging Markets. Springer, 2015.

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31

Global Business Strategy: Multinational Corporations Venturing into Emerging Markets. Springer, 2016.

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32

Grosse, Robert, and Klaus E. Meyer, eds. The Oxford Handbook of Management in Emerging Markets. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190683948.001.0001.

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Emerging Markets are the primary source of growth for business in the 21st century. This makes an understanding of managing businesses in emerging markets a fundamental building block for competing in today's global economy. This book's approach is to identify key elements of the business systems and competition in emerging markets around the world, and then to look at competitive strategies of local and multinational companies going into and coming out of these countries. Specific focus is offered on a selection of countries/regions. These emphases should serve both researchers and managers interested in knowing more about managing firms in emerging markets in general and in specific countries in particular. The essays highlight the tension between local and global knowledge, that is, views of business that apply everywhere around the world versus views that are particular to emerging markets. The essays also explore the role of local and international firms operating in emerging markets within global value chains or production networks.

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33

Amann, Edmund. Multinational Corporations from Brazil. Edited by Edmund Amann, Carlos R. Azzoni, and Werner Baer. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190499983.013.34.

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Following an overview of relevant theoretical considerations centering on Mathews’s view of the potential sources of emerging market multinational corporation (MNC) advantage, this chapter presents a brief survey of statistical trends surrounding Brazilian outward foreign direct investment (FDI) over the past 15 years or so. The chapter characterizes the sectoral orientation of Brazilian MNCs, pointing out the significant natural-resource base (NRB) focus of many of the largest enterprises. It also considers the broad policy-related factors that have helped propel the recent surge in outward investment. The chapter concludes by considering the challenges currently facing Brazilian MNCs. Not the least of these is the current wave of corruption scandals surrounding key MNCs in the energy and construction sectors. It is argued that these partly underlie a process of consolidation and divestment that is taking place in many of Brazil’s largest MNCs.

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34

Mellahi, Kamel, Klaus Meyer, Rajneesh Narula, Irina Surdu, and Alain Verbeke, eds. The Oxford Handbook of International Business Strategy. Oxford University Press, 2020. http://dx.doi.org/10.1093/oxfordhb/9780198868378.001.0001.

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The present volume discusses the progress made in progress made in the theory and practice of international business (IB) strategy in the last few decades. The book captures the differences in motivations and decision-making processes between smaller and larger firms, private, family and state-owned, emerging or developed market multinational enterprises (MNEs). The book highlights how the increasingly uncertain conditions in the IB environment demand superior firm-level capabilities for MNEs to achieve and maintain long-run competitive advantages. We elaborate on the links between international strategy and the social responsibilities of the firm in its, often differing, host market contexts, including the deployment of effective and ethical human resource practices in international markets. Most importantly perhaps, this handbook lays out how the classic principles of international competitive strategy are transformed in today’s markets, in great part due to digitalization, and provides suggestions about how MNEs can develop IB strategies to respond to these transformations. The implications of such discussions for IB strategy and practice are becoming ever more profound and will likely influence the next generation of IB scholars and practitioners.

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35

Williams, Cynthia A., and Ruth V. Aguilera. Corporate Social Responsibility in a Comparative Perspective. Edited by Andrew Crane, Dirk Matten, Abagail McWilliams, Jeremy Moon, and Donald S. Siegel. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199211593.003.0020.

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Comparative studies of corporate social responsibility (CSR) are relatively rare, certainly as contrasted with other related fields, such as comparative corporate governance or comparative corporate law. This is to be expected in a field, such as CSR that is still ‘emergent’. While theoretical perspectives on corporate social performance or stakeholder management have been developed over two decades, it is only in the last decade that businesses have begun to exhibit serious evidence of CSR in their strategic management and stakeholder social reporting. This article goes on to explore how CSR can reflect wider national business and governance systems, such as market structures and rules, institutional norms, and respective responsibilities of governments, corporations and other social actors. A particularly exposed role, most notably for multinational corporations from the global north, is emerging for corporations in developing countries.

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36

Operating in Emerging Markets: A Guide to Management and Strategy in the New International Economy. Pearson Education, Limited, 2013.

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37

Bowditch, Nathaniel H. The Last Emerging Market: From Asian Tigers to African Lions? The Ghana File. Praeger Publishers, 1999.

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38

Persephone, Economou, and Karl P. Sauvant. FDI trends in 2010–2011 and the challenge of investment policies for outward foreign direct investment. Oxford University Press, 2013. http://dx.doi.org/10.1093/law-iic/9780199983025.016.0001.

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This chapter begins with a brief discussion of the latest trends in foreign direct investment (FDI). It then turns to an analysis of policies related to outward foreign direct investment and discusses issues that relate to them. It argues that FDI flows have managed to sustain their recovery in the aftermath of the 2008 financial crisis, but considerable uncertainty about prospects over the next few years remains. Emerging markets have strengthened their position in the global FDI landscape in terms of both inward and outward investment. Outward FDI policies can play a vital role in creating an environment that allows domestic firms that have the capability to become multinational enterprises (MNEs) to invest overseas and strengthen their competitiveness. The challenge is to ensure that MNE efficiency and competitiveness gains from outward FDI translate into benefits for the home economies.

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39

Patibandla, Murali. International Trade and Investment Behaviour of Firms. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190126865.001.0001.

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During last four decades the world has been significantly impacted by globalization and rapid technological changes. This in turn had major effects on the global economy. Several developing and socialist economies that earlier followed closed door and import substitution policies started to open their economies to world trade and investments. Some such countries, as India, managed to achieve a degree of economic prosperity over the last few years after opening their economy. The analyses in this book show that there are significant benefits from international trade and investment to emerging economies that possess critical-level initial conditions in technology, infrastructure, and ease of doing business, and have friendly policies. Focusing on Indian firms, the book spans the period from the pre-reform era to the post-reform era, when the market was responding to policy reforms and global market dynamics. It analyses firm-level behaviour with systematic theory and corresponding rigorous econometrics and qualitative information from field study across the country. In the Pre-reforms era, it was mostly small and medium scale firms that contributed to exports while most large firms were inward oriented in search of monopoly profits. This changed significant in the Post-reform era owing increased competitive conditions especially multinational firms. Large firms started to play important role in international trade and investment behaviour by acquiring world class technology and organizational practices.

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