Perceptions of Institutional Environment and Entry Mode

Abstract

0Multinational companies from emerging and developing economies (eMNcs) are becoming major players in the globalized world economy and are likely to wield growing influence on economic dynamics in OecD, emerging, and developing countries alike. this paper presents data gathered from Turkish firms investing in the transitional economies of the Central Asian Republics. 0Using an integrated risk management framework (Miller 1992) as a platform for investigating executives′ perceptions of environmental uncertainty in entry mode decisions, we extend the framework through the addition of variables, such as corruption, which synthesise institutional level factors. 0The findings indicate that greater ethical-societal uncertainties result in a preference for joint venture over wholly owned subsidiary. there is a strong correlation between the perceived risk of intervention and joint venture entry mode. We find only limited support for the Uppsala internationalisation model. ass. Prof. h. altay school of tourism and hotel administration,

Post-Acquisition Integration Strategies– Some illustrative evidence from Chinese acquisitions of Italian luxury firms

“…Both Haier and QJ, for instance, were well-established in their home market and nearby markets before they sought to acquire the Italian firms. Both case-studies also confirm arguments in the literature that EMNCs seek strategic assets such as brands and higher technology in their acquisitions of DMNCs (Luo and Tung, 2007;Williamson and Anand, 2013;Demirbag et al, 2010aDemirbag et al, , 2010bDemirbag and Yaprak, 2015). The findings also tend to confirm the difficulties postulated by Barkema's "double layered acculturation" theory (1996) as well as Bjorkman's view (2007) of cultural differences more as a liability than as an asset, at least in the implementation of the postacquisition integration strategies.…”

“…Despite being both embedded and exposed to a wide variety of national settings, the literature identifies some common features in their recent internationalization patterns (Demirbag at al., 2009(Demirbag at al., , 2010a(Demirbag at al., , 2010bDemirbag and Yaprak, 2015). In relation to EMNCs being embedded in their home market Cuervo Cazurra and Ramamurti (2015) argue that some "push" factors that may have also driven them to invest in advanced countries.…”

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

“…Secondly, there has been a change in population ecology of EMNEs in this period. Small and medium sized EMNEs, and state owned MNEs from emerging countries became important actors of the third wave of 6 internationalization (Luo and Tung, 2007;Demirbag, McGuinness and Altay, 2010;Demirbag, Tatoglu and Glaister, 2009). Another important feature of the third wave of internationalization of EMNEs is to do with their geographical dispersion.…”

L’influence du risque pays et de la distance culturelle sur les modes de présence et de contrôle des PME à l’étranger

“…La coentreprise internationale permet de créer, de développer et de maintenir un avantage compétitif sur des marchés étrangers, difficilement maîtrisables pour une multinationale (Demirbag et al, 2010). Brouthers et Nakos (2004) montrent que sur les marchés où les incertitudes environnementales sont considérées comme élevées, les PME ont tendance à préférer les modes d'entrée de type contractuel (contrat de licence, de franchise ou une alliance).…”