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Journal articles on the topic 'Emerging market multinationals'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Jain, Naveen K., Somnath Lahiri, and Douglas R. Hausknecht. "Emerging market multinationals' location choice." European Business Review 25, no. 3 (2013): 263–80. http://dx.doi.org/10.1108/09555341311314816.

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2

Ramamurti, Ravi. "Competing with emerging market multinationals." Business Horizons 55, no. 3 (2012): 241–49. http://dx.doi.org/10.1016/j.bushor.2012.01.001.

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3

Hennart, Jean-François. "Emerging market multinationals and the theory of the multinational enterprise." Global Strategy Journal 2, no. 3 (2012): 168–87. http://dx.doi.org/10.1111/j.2042-5805.2012.01038.x.

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4

Fey, Carl F., Amar K. J. R. Nayak, Changqi Wu, and Abby Jingzi Zhou. "Internationalization Strategies of Emerging Market Multinationals." Journal of Leadership & Organizational Studies 23, no. 2 (2016): 128–43. http://dx.doi.org/10.1177/1548051816633229.

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5

Wanderley, Sergio, Alex Faria, and Ana Lucia Guedes. "Emerging Market Multinationals: A Decolonial Perspective." Academy of Management Proceedings 2012, no. 1 (2012): 16907. http://dx.doi.org/10.5465/ambpp.2012.16907abstract.

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6

Casson, Mark, and Nigel Wadeson. "Emerging market multinationals and internalisation theory." International Business Review 27, no. 6 (2018): 1150–60. http://dx.doi.org/10.1016/j.ibusrev.2018.04.006.

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7

Hernandez, Exequiel, and Mauro F. Guillén. "What’s theoretically novel about emerging-market multinationals?" Journal of International Business Studies 49, no. 1 (2018): 24–33. http://dx.doi.org/10.1057/s41267-017-0131-7.

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8

Casanova, Lourdes, and Anne Miroux. "Emerging market multinationals reshaping the business landscape." Transnational Corporations Review 10, no. 4 (2018): 288–98. http://dx.doi.org/10.1080/19186444.2018.1560241.

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9

Kedia, Ben L., Nicholas D. Rhew, Nolan T. Gaffney, and Jack A. Clampit. "Emerging Market Multinationals: Coopetition for Global Growth." Thunderbird International Business Review 58, no. 6 (2015): 515–26. http://dx.doi.org/10.1002/tie.21758.

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10

Wu, Sihong, and Di Fan. "Corporate Social Responsibility and Emerging Market Multinationals." Academy of Management Proceedings 2021, no. 1 (2021): 13127. http://dx.doi.org/10.5465/ambpp.2021.13127abstract.

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11

Moeller, Miriam, Jane Maley, Michael Harvey, and Marina Dabic. "People management and innovation in emerging market multinationals." Journal of Management Development 35, no. 4 (2016): 530–48. http://dx.doi.org/10.1108/jmd-04-2015-0053.

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Purpose – As the internationalization process dictates the existence of cross-country networks it is essential to explore avenues that allow emerging market multinationals (EMNCs) to share and receive knowledge that can benefit them locally and globally. The purpose of this paper is to explore this conundrum by addressing the significance of creating a global mindset in individuals and across the multinational corporation. In the paper the authors articulate the mechanisms that influence global managers’ abilities to engage effectively with other global managers across borders. Design/methodol

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12

Luiz, John M., and Grant Visser. "Strategic and architectural dimensions of the decision-making processes in South African multinational corporations." Journal of Management & Organization 20, no. 6 (2014): 832–50. http://dx.doi.org/10.1017/jmo.2014.56.

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AbstractWe examine the manner in which South African-owned multinationals devolve power to their international subsidiaries in Africa, and the resulting effects of the interaction between strategy and structure. The research suggests that a dynamic process of power distribution may develop, in terms of the following: (1) the performance of the subsidiary, its expertise and experience to adapt to local market demands; and (2) the multinational’s need to manage the risks propagated by the African operating environment in which it operates. There is a dual facet to power devolvement, one in which

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13

Zhou, Nan. "How Emerging-Market Multinationals Compete with Developed-Country Multinationals and Local Firm." Academy of Management Proceedings 2018, no. 1 (2018): 13646. http://dx.doi.org/10.5465/ambpp.2018.13646abstract.

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14

Luo, Yadong, and Juan Bu. "When Are Emerging Market Multinationals More Risk-taking?" Academy of Management Proceedings 2017, no. 1 (2017): 14071. http://dx.doi.org/10.5465/ambpp.2017.14071abstract.

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15

Sawant, Rajeev J. "Renting institutions for innovation by emerging market multinationals." Academy of Management Proceedings 2016, no. 1 (2016): 16725. http://dx.doi.org/10.5465/ambpp.2016.16725abstract.

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16

Li, Yuanyuan. "Home Competition Escapism View of Emerging Market Multinationals." Academy of Management Proceedings 2019, no. 1 (2019): 16248. http://dx.doi.org/10.5465/ambpp.2019.16248abstract.

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17

Ahmed, Kashif, and Ralf Bebenroth. "Acquisition Behavior of Emerging Versus Developed Market Multinationals." Organizations and Markets in Emerging Economies 10, no. 1 (2019): 9–30. http://dx.doi.org/10.15388/omee.2019.10.00001.

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The purpose of this paper is to investigate how emerging and developed market multinationals (EMMs and DMMs) differ in their acquisition behavior (vis-à-vis the choice of partial versus full acquisitions) when entering a developed market economy, Japan. We hypothesize that EMMs prefer partial acquisitions, whereas DMMs prefer full acquisitions due to what we call the country-of-origin effect. Additionally, we hypothesize that this country-of-origin effect is more pronounced for smaller firms. The results, based upon 224 strategic cross-border acquisitions in Japan, support these two hypotheses

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18

Ramamurti, Ravi. "What is really different about emerging market multinationals?" Global Strategy Journal 2, no. 1 (2012): 41–47. http://dx.doi.org/10.1002/gsj.1025.

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19

Luo, Yadong, and Juan Bu. "When are emerging market multinationals more risk taking?" Global Strategy Journal 8, no. 4 (2018): 635–64. http://dx.doi.org/10.1002/gsj.1310.

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20

Gammeltoft, Peter, and Bersant Hobdari. "Emerging market multinationals, international knowledge flows and innovation." International Journal of Technology Management 74, no. 1/2/3/4 (2017): 1. http://dx.doi.org/10.1504/ijtm.2017.083619.

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21

Ozsomer, Aysegul, Muzaffer Bodur, and S. Tamer Cavusgil. "Marketing Standardisation by Multinationals in an Emerging Market." European Journal of Marketing 25, no. 12 (1991): 50–64. http://dx.doi.org/10.1108/eum0000000000635.

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22

Held, Katrin, Benjamin Bader, and Nicola Berg. "Organizational attractiveness of Emerging and Developed Market Multinationals in developed markets." Academy of Management Proceedings 2014, no. 1 (2014): 11519. http://dx.doi.org/10.5465/ambpp.2014.11519abstract.

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23

Mellahi, Kamel, Jedrzej George Frynas, and David G. Collings. "Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals." International Journal of Human Resource Management 27, no. 8 (2015): 876–905. http://dx.doi.org/10.1080/09585192.2015.1042900.

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24

Deng, Ping, Yang Liu, Vickie Coleman Gallagher, and Xiaojie Wu. "International strategies of emerging market multinationals: A dynamic capabilities perspective." Journal of Management & Organization 26, no. 4 (2018): 408–25. http://dx.doi.org/10.1017/jmo.2017.76.

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AbstractThis paper focuses on the importance of dynamic capabilities in shaping the nature of international strategies of emerging market multinationals from mid-range economies. We argue that dynamic capabilities theory provides an insightful approach to understanding the internationalization of emerging market multinationals and their strategic choices. Drawing on dynamic capability theory and unpacking dynamic capabilities into four distinct but related dimensions or facets, we develop a typology of three internationalization strategies available to emerging market multinationals in their i

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25

Zhou, Nan. "Hybrid SOEs and Foreign Market Entry: Evidence from Emerging Market Multinationals." Academy of Management Proceedings 2017, no. 1 (2017): 10923. http://dx.doi.org/10.5465/ambpp.2017.10923abstract.

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26

Park, Sang-Bum. "Multinationals and sustainable development: Does internationalization develop corporate sustainability of emerging market multinationals?" Business Strategy and the Environment 27, no. 8 (2018): 1514–24. http://dx.doi.org/10.1002/bse.2209.

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27

Kyove, Justine, Katerina Streltsova, Ufuoma Odibo, and Giuseppe T. Cirella. "Globalization Impact on Multinational Enterprises." World 2, no. 2 (2021): 216–30. http://dx.doi.org/10.3390/world2020014.

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The impact of globalization on multinational enterprises was examined from the years 1980 to 2020. A scoping literature review was conducted for a total of 141 articles. Qualitative, quantitative, and mixed typologies were categorized and conclusions were drawn regarding the influence and performance (i.e., positive or negative effects) of globalization. Developed countries show more saturated markets than developing countries that favor developing country multinational enterprises to rely heavily on foreign sales for revenue growth. Developed country multinationals are likely to use more adva

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28

Vale, José, and Manuel Castelo Branco. "Anti-corruption reporting in emerging country multinationals." Journal of Financial Crime 26, no. 3 (2019): 861–73. http://dx.doi.org/10.1108/jfc-10-2018-0114.

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Purpose Based on a lens of analysis combining legitimacy and stakeholder theories, this paper aims to explore some factors which influence anti-corruption (AC) reporting in large multinationals from emerging countries. Design/methodology/approach An ordinal logistic regression is used to assess the relation between the AC reporting and multinationals’ industrial affiliation, number of countries of operations, membership of the United Nations Global Compact (UNGC) and public ownership. The sample was drawn from the 2016 Transparency International Report “Transparency in Corporate Reporting – As

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29

Williamson, Peter J. "The competitive advantages of emerging market multinationals: a re-assessment." critical perspectives on international business 11, no. 3/4 (2015): 216–35. http://dx.doi.org/10.1108/cpoib-02-2014-0008.

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Purpose – The purpose of this paper is to re-assess both the nature and sources of the competitive advantages which multinationals expanding from home bases in emerging economies (EMNEs) may enjoy in the global market. Design/methodology/approach – The paper analyses the results of 12 concurrent studies undertaken by a group of experts who were asked to examine how strategies for innovation, international value chain configuration and foreign mergers and acquisitions contributed to the competitive advantages of multinationals emerging from Brazil, Russia, India and China (the BRICs), respectiv

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30

Falahat, Mohammad, Gary Knight, and Ilan Alon. "Orientations and capabilities of born global firms from emerging markets." International Marketing Review 35, no. 6 (2018): 936–57. http://dx.doi.org/10.1108/imr-01-2017-0021.

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Purpose The purpose of this paper is to examine the impact of entrepreneurial orientation and networking capabilities of born global firms in an emerging market on marketing strategy and foreign market performance. Design/methodology/approach Structural equation modeling was used to analyze data from 1,001 internationalized firms in an emerging market and to test seven hypotheses regarding the development of marketing strategy and foreign market performance. Findings Marketing strategy was found to mediate the relationship between entrepreneurial orientation and networking capability and forei

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31

Buckley, Peter J., Stefano Elia, and Mario Kafouros. "Acquisitions by emerging market multinationals: Implications for firm performance." Journal of World Business 49, no. 4 (2014): 611–32. http://dx.doi.org/10.1016/j.jwb.2013.12.013.

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32

Surdu, Irina, Kamel Mellahi, and Keith Glaister. "Emerging market multinationals’ international equity-based entry mode strategies." International Marketing Review 35, no. 2 (2018): 342–59. http://dx.doi.org/10.1108/imr-10-2015-0228.

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Purpose The purpose of this paper is to examine the theories used to study the international equity-based entry mode strategies of emerging market multinationals (EMMs) and the contribution of these studies to extant literature. Design/methodology/approach The authors conducted a systematic review of the literature. A total of 73 articles were identiﬁed from key management, international business and international marketing journals published between 2000 and June 2015. Articles were analysed according to the theory(ies) used, thematic area, methodology, home/host countries studied and finding

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33

Wilkinson, Adrian, Geoffrey Wood, and Mehmet Demirbag. "Guest Editors’ Introduction: People Management and Emerging Market Multinationals." Human Resource Management 53, no. 6 (2014): 835–49. http://dx.doi.org/10.1002/hrm.21684.

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34

Wilkinson, Adrian, Geoffrey Wood, and Mehmet Demirbag. "Erratum:Guest Editors’ Introduction: People Management and Emerging Market Multinationals." Human Resource Management 54, no. 1 (2015): 175. http://dx.doi.org/10.1002/hrm.21710.

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35

Williamson, Peter, and Feng Wan. "Emerging market multinationals and the concept of ownership advantages." International Journal of Emerging Markets 13, no. 3 (2018): 557–67. http://dx.doi.org/10.1108/ijoem-08-2017-0319.

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Purpose The purpose of this paper is to re-assess the concept of ownership advantages in the light of successful international expansion of multinationals from emerging economies (EMNEs) and explore how these advantages are built. Design/methodology/approach The paper presents a viewpoint based on analysis of the successful international expansion of a sample of Chinese EMNEs where success is measured their ability win share in overseas markets. This allows us to identify their ownership advantages, the antecedents of these advantages and how they were built using dynamic capabilities. Finding

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36

Pananond, Pavida. "Motives for foreign direct investment: a view from emerging market multinationals." Multinational Business Review 23, no. 1 (2015): 77–86. http://dx.doi.org/10.1108/mbr-02-2015-0008.

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Purpose – The purpose of this paper explains how the framework on motives of foreign direct investment (FDI) needs to be rethought when analyzing emerging market multinational enterprises (EMNEs). It argues that the weak position of emerging market firms and their interdependent relationship with lead firms in global value chains (GVCs) modify the selection of internationalization motives. Design/methodology/approach – The arguments are illustrated through a critical review of the literature on FDI motives and a discussion on how the literature can be extended from looking through the lens of

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37

Ibeh, Kevin I. N., Idika Awa Uduma, Dilshod Makhmadshoev, and Nnamdi O. Madichie. "Nascent multinationals from West Africa." International Marketing Review 35, no. 4 (2018): 683–708. http://dx.doi.org/10.1108/imr-08-2016-0158.

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Purpose The purpose of this paper is to explore the motivations underpinning the foreign direct investment (FDI) activities, including the location and entry mode decisions, of nascent multinational enterprises (MNEs) from West Africa. Design/methodology/approach This research adopted a case study approach entailing the triangulation of interview data with documentary evidence on two leading West African financial service companies that have FDI footprints in over 50 country markets. Findings Evidence suggests the primacy of market-seeking motivations in explaining the FDI activities of the ex

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38

Heinrichs, Ute, and Desislava Dikova. "Impact Signals: A Study on Emerging Market Multinationals’ Ownership Strategies in Advanced Markets." Academy of Management Proceedings 2020, no. 1 (2020): 21478. http://dx.doi.org/10.5465/ambpp.2020.21478abstract.

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39

Roy, Abhijit. "The New Emerging Market Multinationals: Four Strategies for Disrupting Markets and Building Brands." Journal of International Consumer Marketing 28, no. 2 (2016): 150–52. http://dx.doi.org/10.1080/08961530.2015.1135671.

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40

Liou, Ru-Shiun, Nai H. Lamb, and Kevin Lee. "Emerging Market Multinationals' Cross-border Acquisitions and Corporate Social Performance." Academy of Management Proceedings 2016, no. 1 (2016): 18105. http://dx.doi.org/10.5465/ambpp.2016.18105abstract.

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41

Aybar, Bülent, and Arul Thirunavukkarasu. "Emerging Market Multinationals: An Analysis of Performance and Risk Characteristics." Journal of Asia-Pacific Business 6, no. 2 (2005): 5–39. http://dx.doi.org/10.1300/j098v06n02_02.

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42

Casanova, Lourdes, and Anne Miroux. "Emerging market multinationals and development. Transnational corporations review, special issue." Transnational Corporations Review 10, no. 4 (2018): 285–87. http://dx.doi.org/10.1080/19186444.2019.1573599.

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43

Buckley, Peter J. "Internalisation Theory and Outward Direct Investment by Emerging Market Multinationals." Management International Review 58, no. 2 (2017): 195–224. http://dx.doi.org/10.1007/s11575-017-0320-4.

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44

Lynch, Richard, and Zhongqi Jin. "Knowledge and innovation in emerging market multinationals: The expansion paradox." Journal of Business Research 69, no. 5 (2016): 1593–97. http://dx.doi.org/10.1016/j.jbusres.2015.10.023.

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45

Nair, Smitha R., Mehmet Demirbag, and Kamel Mellahi. "Reverse knowledge transfer in emerging market multinationals: The Indian context." International Business Review 25, no. 1 (2016): 152–64. http://dx.doi.org/10.1016/j.ibusrev.2015.02.011.

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46

Liou, Ru-Shiun, Nai H. Lamb, and Kevin Lee. "Cultural imprints: Emerging market multinationals’ post-acquisition corporate social performance." Journal of Business Research 126 (March 2021): 187–96. http://dx.doi.org/10.1016/j.jbusres.2020.12.069.

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47

Nölke, Andreas. "Brazilian corporations, the state and transnational activity: introduction to the special issue." critical perspectives on international business 10, no. 4 (2014): 230–36. http://dx.doi.org/10.1108/cpoib-03-2014-0015.

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Purpose – The aim of the paper is to introduce a special issue which looks at the collaboration between the Brazilian state and Brazilian corporations with regard to the transnational activities of the latter. Design/methodology/approach – Departing from the state of the art of current studies of emerging market multinationals, the paper highlights the need for interdisciplinary work to understand the particular role of the state with regard to the outward expansion of these companies. The paper then highlights the different approaches the five papers of the special issue have taken to address

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48

Sun, Zhe, and Qi Ai. "Too much reciprocity?" Chinese Management Studies 14, no. 2 (2020): 473–91. http://dx.doi.org/10.1108/cms-12-2018-0788.

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Purpose Using the evidence of Chinese outbound mergers and acquisitions (M&As) enacted between 2006 and 2014, this study aims to investigate the role played by home political connections on the cost implications of Chinese multinationals. It also examines whether home political connections – at different levels and of different configurations – impact the operational cost of Chinese multinationals. Design/methodology/approach The data were analysed using a multivariate regression model. To examine their heterogeneous effect on Chinese multinationals, the political connection data were furt

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49

Nowiński, Witold. "International acquisitions by Polish MNEs. Value creation or destruction?" European Business Review 29, no. 2 (2017): 205–18. http://dx.doi.org/10.1108/ebr-12-2015-0157.

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Purpose The purpose of this paper is to determine the performance implications of cross-border acquisitions by Polish multinationals. Additionally, the study considers specific factors affecting acquisition performance, such as acquirer’s prior cross-border acquisition experience and the type of market (advanced versus emerging) in which the target is located. Design/methodology/approach This study is based on a sample of 104 cross-border acquisition events in which a Polish public company, quoted on the Warsaw Stock Exchange acted as an acquiring party. The event study method was applied to d

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50

Santos, Roberto S., and Denise R. Dunlap. "51 Flavors: Regional Resource Configurations and Foreign Multinational Market Entry in the U.S. Biopharmaceutical Industry." Sustainability 13, no. 17 (2021): 9763. http://dx.doi.org/10.3390/su13179763.

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Creating a sustainable regional economy requires not only attracting new local ventures, but also foreign multinationals. In this regard, understanding which resources are influential in market entry decisions is crucial given that there are different resource needs between developed (DMNE) and emerging market (EMNE) multinationals. Answering calls for more neo-configurational studies in the literature, our study uses a fuzzy-set qualitative comparative analysis (fsQCA) approach to examine foreign multinational entry decisions in 51 regions of the U.S. We constructed a novel dataset comprised

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