Corporate expansion during pro-market reforms in emerging markets: The contingent value of group affiliation and diversification

Singh, Deeksha; Pattnaik, Chinmay; Gaur, Ajai; Ketencioglu, Elif

doi:10.1016/j.jbusres.2017.09.043

Cited by 75 publications

(58 citation statements)

References 48 publications

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“…By adapting to the institutional environment context, the alliance strategy between corporate and local partners has developed. These results extend the works of the prior studies (Motohashi 2015;Gomes et al 2016;Singh et al 2018), which examines the types of alliance strategy and the role of the institutional environment on the choice of alliances and consolidation strategies.…”

Section: Resultssupporting

confidence: 85%

“…Hence, the existence of flexible legal framework and business formalization incentive programs is essential for business partnership possibilities (Pratono and Sutanti 2016). However, as the intensity of institutional reform increases, the companies are less likely to take wait-and-see strategy by reducing the existing resources and capabilities (Singh et al 2018).…”

Section: Institutional Environmentmentioning

confidence: 99%

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International Alliance Strategies: A Case Study of the Indonesian Medical Device Industry

Pratono

Ratih

2019

Contributions to Management Science

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This study aims to investigate how the multinational corporations form alliance strategies with local businesses under the dynamic institutional environment in the Indonesian context. We used a qualitative approach with a case study of the medical device industry to examine how the institutional environment affects the choice of the strategic alliance. By collecting the qualitative data, including interviews, observations and archival data, the interpretive approach was adopted to understand social worlds from the point of view of participants. We identified five types of alliance strategies: the wholly owned subsidiary with contractual collaboration, the wholly owned subsidiary with the licence agreement, the international trade with the licence agreement, joint venture and outsourcing. There are also two main issues of the institutional environments that determine the choice of alliance strategic: the restriction for foreign companies to carry out direct selling and the new policy that introduces the electronic procurement system. This study provides evidence of the role of the institutional environment on collaboration strategies between the multinational enterprises from the developed countries and the local distributors from Indonesia. The results extend the concept of international business in the Asian context.

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Section: Resultssupporting

confidence: 85%

Section: Institutional Environmentmentioning

confidence: 99%

International Alliance Strategies: A Case Study of the Indonesian Medical Device Industry

Pratono

Ratih

2019

Contributions to Management Science

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“…Second, this study provides insights into corporate environmental management and institutional pressures for sustainability from the emerging economy (or developing country) context. Several scholars in the business domain have argued the need to shift the focus from developed markets to emerging markets (Singh et al, 2018).…”

Section: Managerial and Theoretical Implicationsmentioning

confidence: 99%

“…Further, developing countries are under immense pressure to deal with a variety of environmental problems while achieving economic growth (Hiroyuki, 2001). This is important in a context where the emerging economies or developing countries the world over have undertaken many market reform activities to facilitate the integration of domestic markets with global markets (Singh et al, 2018). The institutional context and the pressures exerted by these institutions for sustainability in these countries are different to those of developed countries but so far they remain largely unexplored (Lee and Schaltegger, 2018).…”

Section: Introductionmentioning

confidence: 99%

Institutional pressures and corporate environmental management maturity

Gunarathne

Lee

2019

MEQ

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Purpose-This paper examines how corporate environmental management strategies at different environmental management maturity (EMM) stages are influenced by institutional forces in the service sector organizations of a developing country. Design/methodology/approach-We used a multiple case study approach in this study. Institutional isomorphic pressures (coercive, mimetic and normative) at different EMM stages were used as the analytical framework. Findings-The study finds coercive pressures largely shape the corporate environmental management strategies at the reactive stage while mimetic pressures have the greatest influence on the internal integration stage. Combined mimetic and normative pressures influence the environmental strategies at the external integration stage. Further, it emphasizes the importance of various institutional pressures in propelling the organizations in the developing countries to benefit from higher levels of EMM. Originality/value-This paper offers a new theoretical approach that highlights the importance of considering the institutional influence of the top-down process of diffusion and simultaneous counter-process of invention by which the lower level organizational actors shape and change their environmental management practices for corporate EMM.

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“…Second, EMFs often face unfavorable industry environments at home, forcing them to escape their home markets to pursue international opportunities (Cuervo-Cazurra, 2012). Homecountry environmental factors can make some industries unattractive by affecting the availability and quality of factor inputs and the competitive landscapes of domestic markets (Singh, Pattnaik, Gaur, & Ketencioglu, 2018). Because firms undertake internationalization not only to benefit from support from their home governments but also to escape stifling industry environments in their home markets (Lewin & Witt, 2007), we examine government supportiveness and industry unfavorableness as potential drivers of OFDI activities.…”

Section: Introductionmentioning

confidence: 99%

Home country supportiveness/unfavorableness and outward foreign direct investment from China

2018

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What drives the outward foreign direct investments (OFDIs) by emerging market firms (EMFs)? Drawing on a strategy tripod framework, this article proposes a theoretical model to predict OFDI by EMFs from China. Specifically, we use institution-and industry-based views to examine two facets of home country environment, namely the supportiveness from home government and unfavorableness from home industry, as important determinants of OFDI, and compare the relative strength of these effects. Further, we use resource-based view to argue that the effect of the home country environment is contingent on the international experience portfolios of EMFs.

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Corporate expansion during pro-market reforms in emerging markets: The contingent value of group affiliation and diversification

Cited by 75 publications

References 48 publications

International Alliance Strategies: A Case Study of the Indonesian Medical Device Industry

International Alliance Strategies: A Case Study of the Indonesian Medical Device Industry

Institutional pressures and corporate environmental management maturity

Home country supportiveness/unfavorableness and outward foreign direct investment from China

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