A strategic analysis of surging Chinese manufacturers: The case of Galanz

Ge, Gloria L.; Ding, Daniel Z.

doi:10.1007/s10490-007-9073-0

Cited by 55 publications

(49 citation statements)

References 26 publications

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“…Similar results have been reported in recent years using smaller samples and case studies (Ge and Ding 2008, Cardoza and Fornes 2011. This may indicate that: (i) the government supports (or has supported) only a group of tier 1, national champions, or chosen companies and/or industries in their internationalisation process, (ii) the Government supports (or has supported) the internationalisation of companies only to politically or economically strategic markets (like the US and the EU to acquire capabilities, or Africa for natural resources, for example), (iii) the Government supported the first wave of companies going abroad but as the number of firms grows this support tends to be less tangible, and/or (iv) there is a new breed of competitive networks or alliances based on the combination of complementary capabilities (Williamson and Yin 2009, Fornes and Butt Philip 2012, Williamson et al 2013 where the support of the government has not been a key element in their internationalisation process.…”

Section: Discussionsupporting

confidence: 92%

China goes global: public policies' influence on small- and medium-sized enterprises' international expansion

Cardoza

Fornés

et al. 2014

Asia Pacific Business Review

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General rightsThis document is made available in accordance with publisher policies. Please cite only the published version using the reference above. Full terms of use are available: http://www.bristol.ac.uk/pure/about/ebr-terms access to public financial resources; participation of the government in ownership; access to public procurement contracts; adverse regulatory and inconsistent legal frameworks, and public assistance on information and knowledge about markets. The main conclusion is that SMEs appear to base their international expansion on private capabilities, rather than on support from the government; in addition, the perceived barriers for the international expansion of these firms may be mainly internal, rather than institutional.

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Section: Discussionsupporting

confidence: 92%

China goes global: public policies' influence on small- and medium-sized enterprises' international expansion

Cardoza

Fornés

et al. 2014

Asia Pacific Business Review

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“…In the particular case of Chinese companies (as shown in the previous section), this interaction is evident in the support from the national and local governments to internationalise their operations (Cai, 1999;Rui & Yip, 2008) to which Matthews added that SMEs, in particular, have to find ways to offset risks like "joint ventures and other forms of collaborative partnership as a means of gaining entry to foreign markets" (2006: 18-19). Ge and Ding (2008) reached similar conclusions. This idea introduces the second objective of this paper, to analyse the effects (if any) of different ownership types and also of the financial support received from the state (two of the main characteristics of Chinese international firms and also part of the interaction between institutions and organisations).…”

supporting

confidence: 63%

The internationalisation of SMEs from China: The case of Ningxia Hui Autonomous Region

Cardoza

Fornés

2009

Asia Pac J Manag

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This paper aims to study the international expansion of small and medium-sized enterprises (SMEs) in an emerging economy. Mathews ' (2006: 5-27) linkage-leverage-learning (LLL) model is the framework applied to analyse the process of international expansion of SMEs. To operationalise the study of the barriers, the LLL model was linked to the work of Leonidou (2004: 279-302). The data was collected from 125 SMEs operating in Ningxia, China, and then analysed using multivariate regressions; the models used the firms' export intensity at the regional, national and international level as dependent variables. Four models were run: two analysing the internal and external barriers hindering firms' international expansion, and the other two models studying the characteristics of Chinese international companies (state funding and ownership) as independent variables. The results show that 12 of the barriers defined by Leonidou (2004) are hindering the expansion of Ningxia's SMEs, that the ownership from the state does not play an Asia Pac J Manag (2011) 28:737-759

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“…Amongst 'newer' perspectives we also have Luo and Tung's (2007) (Ge and Ding, 2008;Popli and Sinha, 2014). However, the springboard perspective does not elucidate the post-springboard or post entry difficulties EMMs may encounter.…”

Section: Luo and Tung's (2007) Springboard Perspective And Mathews' (mentioning

confidence: 99%

“…Over time, EMMs may learn how to compete with DMMs in areas such as innovation and new product development. Based on interviews with Chinese managers, Ge and Ding (2008) found that the LLL framework provides a better explanation for the catch-up strategies of manufacturing EMMs, which start their international expansion by leverag ing linkages with DMMs to lower their production costs and achieve cost leadership, and over time may switch focus towards innovation or marketing capabilities as sources of competitive advantage. It is yet to be concluded whether differences between LLL and theories such as OLI are important or simply a matter of emphasis.…”

Section: Luo and Tung's (2007) Springboard Perspective And Mathews' (mentioning

confidence: 99%

Emerging market multinationals’ international equity-based entry mode strategies

Surdu

Mellahi

Glaister

2018

IMR

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Purpose: We 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: We conducted a systematic review of the literature. A total of 73 articles were identified from key management, international business and internatio na l 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 findings. Findings: Despite the great interest around the topic of how the antecedents and outcomes ofEMMs' international entry mode strategies may challenge and amend existing theories, the findings that come out of this research mirror patterns observed in the entry mode literature in general. Whilst traditional perspectives such as internalisation theory and the OLI paradigm remain prevalent, a growing number of studies draw on institutional theory and combine multiple theoretical perspectives. Newer theories developed specifically to study EMMs (e.g., the springboard perspective) are used in only five studies and challenged to differentiate their theoretical underpinnings from extant literature. Overall, the theoretical contribution of EMM studies is simply a change in emphasis from the role of firm-specific factors toward the influence of home country institutions on entry mode strategies. We conclude that the literature has only made tweaks at the edge of theories with no significant changes to extant theorisatio ns.Originality/value: This is the first systematic review of the literature focusing specifically on the international equity-based entry mode strategies of EMMs.

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A strategic analysis of surging Chinese manufacturers: The case of Galanz

Abstract: Chinese manufacturers, Strategic analysis, Internationalization, Galanz,

Cited by 55 publications

References 26 publications

China goes global: public policies' influence on small- and medium-sized enterprises' international expansion

China goes global: public policies' influence on small- and medium-sized enterprises' international expansion

The internationalisation of SMEs from China: The case of Ningxia Hui Autonomous Region

Emerging market multinationals’ international equity-based entry mode strategies

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