Host-Home Country Linkages and Host-Home Country Specific Advantages as Determinants of Foreign Acquisitions by Indian Firms

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

“…Also, the globalization trajectory and underlying reasons for internationalization in these two economies are qualitatively different (Nicholson & Salaber, 2013). These economies provide variations in terms of domestic institutional environments (Nayak, 2011;Buckley, Forsans & Munjal, 2012;Kohli & Mann, 2012;Wang et al, 2012;Hemphill & White, 2013;Nicholson & Salaber, 2013). The two countries also demonstrate differences in terms of the industries that engage in outward investment (Nair, Demirbag & Mellahi, 2015), which is driven by the private sector in India and by state-owned companies in China.…”

The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms

“…Indeed, India is a commonwealth country due to its status of former British colony; hence it has long been influenced by western language, politics, business and culture. Thus Indian companies seeking to enter new markets, especially developed markets, will encounter a lower clash of culture (and thus benefit from a faster entry) than their Chinese counterparts (Buckley, Forsans, & Munjal, 2012).…”

“…Rather than natural resources, Indian companies invest abroad in order to gain more advanced resources such as leading technologies and knowledge-based abilities (Buckley, et al, 2012). These foreign technological assets are known to improve the performance and competitive advantage of the firm (Tsang, Yip, & Toh, 2008).…”

“…Another way to test the resource seeking hypothesis is to investigate whether Chinese and Indian shareholders react positively to acquisitions into developed countries characterized by higher-quality complementary resources (Buckley, et al, 2012). Indeed emerging market MNEs invest in more advanced countries to access or augment, rather than to exploit their ownership advantages (Dunning, 1998(Dunning, , 2006, thus acquiring assets with potential to create competitive advantages (Marinova, Child, & Marinov, 2011).…”

“…This new market seeking is facilitated by the fact that India is a commonwealth country and has experienced a long-term influence from western countries. As a consequence of India being a former British colony, English is the official language in India, suggesting that Indian firms have higher multinational communication skills and fewer obstacles for global integration, especially with the increasing use of English in global business (Buckley, et al, 2012). Moreover, if we look at Hofstede's (1980) cultural dimensions, India has a smaller score than China on the masculinity-femininity (MAS) dimension, suggesting that India is a more feminine society than China.…”