Strategies for Emerging Markets
Date: Tuesday, October 1, 2013
Time: 17:15 – 18:30
Room: Chestnut Room
- Elizabeth Rose, University of Otago
Title: A Value Co-Creation Approach to Global Strategy and Building Sustainable Advantage
Abstract: This research applies a value co-creation approach to explore the sustainable advantage of multinational enterprises (MNEs) in global markets through a collaborative, rather than competitive, lens. A case study method is used to explore the sustainable advantage of a social MNE, which can help to develop a stronger theoretical framework for connecting MNE success with social sustainability. The findings of this case study reveal that sustainable collaborative advantage at a global level is driven by a MNE’s ability to collaborate at local and national levels, and is grounded in its ability contribute to the value-creation processes of individual customers. These results provide insights to the importance of collaboration in global markets and the role of MNEs in building both corporate (e.g., MNE) and social sustainability.
Title: Does Business Group Heterogeneity Effect its Internationalization? Evidence from India
Abstract: Business groups constitute a dominant organizational form in many Asian markets, and many of these groups expand operations into international markets. Previous studies ignore the heterogeneity in business groups’ ability to manage internationalization, based on their resources and capabilities. The present study builds on existing research to examine heterogeneity among business groups in terms of specific resources and capabilities that influence internationalization. In particular, this article characterizes business group heterogeneity by product diversification, and ownership, because these factors should moderate the relationship between internationalization and performance. Taking a sample of 107 Indian business groups for a period of 5 years (2004-2008), the study finds that at high levels of internationalization, larger, less diversified groups should enjoy superior performance, and ownership groups proxied by the extent of shareholding should exert differential impacts on group performance.
Title: Institutions, International Organizations, and Sustainable Growth in Merging Economies: Rationalization and Transfer of Norms
Abstract: Institutional context has been a central concept in research on the strategies of MNEs in emerging markets (Brouthers, 2001; Meyer et al., 2009). Much of the research has followed North (1990) in treating institutional context as a given constraint under which foreign organizations operate. Recent work by Cantwell, Dunning and Ludan (2009) has departed from North, arguing that institutions and MNEs co-evolve and MNEs can introduce new institutional arrangements through business innovations. In this paper, we build on the approach of Cantwell et al. (2010) to explore how private, governmental, and nonprofit international organizations can promote institutional change and economic growth in emerging economies. Our approach has important implications for emerging economy strategies of MNEs and public policies for sustainable economic growth.
Title: MNC Ownership Performance: Evidence from EU Subsidiary Panel Study in China
Abstract: This paper adopts a multi-theoretic approach to investigate a phenomenon previously unexplored in extant literature, namely the differential impact of foreign resource, ownership type and host institutions on its performance in China, using newly available official data on 329 wholly owned subsidiary (WOS) and 351 Joint Venture (JV) EU manufacturing subsidiaries over a 10-year period. A conceptual framework is developed that integrates the Resource-based theory, Agency theory, and Institutional theory of international business strategy, reflecting EU firm FDI ownership strategic choices (between JV and WOS). The results showed that asset turnover, asset tangibility, and EU JV local private ownership has a significant negative relationship with subsidiary performance whereas among China’s state-owned enterprises (SOEs), collectives (COE) , legal entities ( LPs), private enterprises ( POE) firms, WOS and JV show an insignificant relationship with performance.
Title: Subsidiaries of Multinational Semiconductor Design Companies: The Case of India
Abstract: In the semiconductor industry, there is constant pressure to make products faster, better and cheaper all the time. In such a highly competitive environment, many semiconductor foreign-owned MNCs have chosen to set up semiconductor design centers in India. Based on an exploratory study of fifteen subsidiaries in semiconductor design representing approximately sixty six percent of MNC presence in that industry space, the authors studied the rationale behind setting up semiconductor design centers in India and the contribution made by Indian subsidiaries in terms of value added services to the parent MNC, its other subsidiaries and the industry ecosystem. The aim was also to investigate the extent to which these subsidiaries function as centers of excellence within those MNCs.
Title: Technology Catch-Up by Developing Countries: Mature versus Emerging Technologies
Abstract: Firms from developing countries when entering the international market place are already behind firms from developed countries—an issue examined by the international catching up literature. But how are these developing country firms able to survive and compete? Drawing from extant literature on international institutional theory and research on technology management we argue that the type of technology—mature or emerging—needs to be explored in attempts to understand this competition. We propose that developing countries have begun to try to compete on technological innovations. Furthermore, because the governments of these developing countries are making investments to develop their human capital, these centralized investments foster catching up in mature technologies, but not in emerging technologies. We empirically test these arguments using NBER patent data.
All Sessions in Track G...
- Sun: 08:00 – 09:15
- Session 165: Replication in Global Strategy and Strategic Management Research
- Sun: 09:45 – 11:00
- Session 166: Capability Building across Countries in MNCs
- Sun: 11:15 – 12:30
- Session 163: Entrepreneurial Firms and MNCs: An Emerging Market Perspective
- Sun: 15:15 – 16:30
- Session 125: Innovation and Global Strategy
- Sun: 16:45 – 18:00
- Session 298: Global Strategy Business Meeting
- Mon: 08:00 – 09:15
- Session 184: Knowledge, Learning, and Resources in International Strategy
- Session 211: Internationalization: Strategies for Entry and Exit
- Mon: 09:45 – 11:00
- Session 183: Managing the Headquarter-Subsidiary Relationship
- Mon: 14:00 – 15:15
- Session 122: Knowledge and Networks for Global Strategy
- Mon: 17:00 – 18:15
- Session 123: Global Supply and Value Chains
- Session 126: Managing Various International Risks
- Tue: 08:00 – 09:15
- Session 152: Managerial Perspectives on Global Strategy
- Tue: 11:00 – 12:15
- Session 153: Strategies for Emerging and Developing Markets
- Tue: 15:45 – 17:00
- Session 217: Diversification and Cross-Border Coordination
- Tue: 17:15 – 18:30
- Session 185: Strategies for Emerging Markets