The global strategy of emerging multinationals from China

Peng, Mike W.

doi:10.1002/gsj.1030

Cited by 398 publications

(410 citation statements)

References 59 publications

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“…Furthermore, the internationalization pattern in this period has dramatically shifted from a step by step approach to more risk taking and aggressive forms such as direct acquisitions and setting up wholly owned subsidiaries without going through incremental steps envisaged by the Uppsala model of internationalization. All these differences from the previous waves, and particularly large acquisitions by EMNEs in the developed economies, has grabbed headlines in business media and excited interest from academic commentators (Peng, 2012;Hennart, 2012;Ramamurti, 2012;Guillen and Garcia-Canal, 2009;Bebenroth and Hemmert, 2013;Williamson and Raman, 2011;Cuervo-Cazurra, 2012 (Campanario, Stal , & de Silva 2012;Davies, 2012;Satyanand and Raghavendran, 2010;Kuznetsov, 2011).…”

Section: A New Paradigm Of Internationalization?mentioning

confidence: 99%

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Wilkinson

Wood

Demirbağ

2014

Human Resource Management

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There is a very extensive body of literature on how multinationals manage their people in different national contexts. However, the bulk of this literature focuses on the case of multinationals from the advanced industrial economies, and to a considerable extent, the United States. Very much less has been written on multinationals with their country of origin being an emerging market, and what there has focuses on a very limited number of preferred cases. The growing importance of emerging economies has lead to an upsurge of strategy research on the topic (Wright, Filatotchev, Hoskisson and Peng, 2005); however, research on HRM has not paid enough attention to Emerging Market Multinational Enterprises (EMNEs). Many EMNEs tend to be smaller in size with considerably lesser resources and international experience than their counterparts from developed markets limiting their ability to transfer management practice across their subsidiaries (Thite, Wilkinson, & Shah, 2012), although there are important exceptions to this rule. This introductory article seeks to contribute to the emerging body of literature in this area, through seeking to encourage fresh insights particularly on the varieties of people management encountered in different national contexts.Correspondence to: Geoffrey Wood, Professor of International Business, Warwick Business School, University of Warwick, Coventry, CV4 7AL UK, Phone: +44 (0)24 765 24502, Email: Geoffrey.Wood@wbs.ac.uk.Emerging market MNCs have become increasingly prominent -and at times, controversial -within both the developing and developed world. This has encompassed such a diverse range of activities such as takeovers of failing Western firms, the buying up of land and mineral resources in Africa, and the establishment of (often) low cost manufacturing companies in target markets (or in countries with which such markets enjoy free trade agreements) in order to circumnavigate remaining tariff barriers. Whilst the diversity of such activity makes it difficult to draw out general trends, a few issues are of particular importance. The first is the political dimension of MNC activity, an issue relatively neglected in the business and management literature. Where MNCs originate in less democratic countries, relations with parent country governments and senior

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Section: A New Paradigm Of Internationalization?mentioning

confidence: 99%

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Wilkinson

Wood

Demirbağ

2014

Human Resource Management

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“…Finally, focusing on the rise of EE firms that cross-list, this article contributes to the recent literature calling for better theory building and understanding of this new breed of MNEs in the global economy (Hoskisson et al, 2013;Peng, 2012). For example, Guillen and Garcia-Canal (2009) propose that it is important for these new MNEs to accelerate the speed of internationalization.…”

Section: Contributionsmentioning

confidence: 96%

Cross-listing and the scope of the firm

Peng¹,

Su²

2014

Journal of World Business

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Abstract"What determines the scope of the firm?" is one of the most fundamental questions in strategic management and international business. Yet no previous research has investigated the relationship between the scope of the firm and cross-listing-a firm listing its stock on overseas exchanges. We leverage the resource-based and institution-based views with a focus on cross-listed firms from emerging economies. We predict that cross-listing may result in a narrower product scope in the short run, a wider product scope in the long run, an expanded geographic scope overall, and a higher propensity to engage in mergers and acquisitions in the host country.

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“…Increasing internationalisation of EMNEs through acquisitions has significant implications for theory building (Peng, 2012). It presents an excellent opportunity to revisit theories, provide new empirical evidence, and find new theoretical explanations (Ramamurti, 2012).…”

Section: Introductionmentioning

confidence: 99%

Cross-border acquisitions by Indian multinationals: Asset exploitation or asset augmentation?

Buckley

Munjal

Enderwick

et al. 2016

International Business Review

103

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This paper examines cross-border acquisitions by Indian multinationals and places them in the context of Emerging Country Multinationals. It tests hypotheses based on internalisation theory and the resource based view to ask if these firms are asset exploiting or asset augmenting in their takeover behaviour. Internal financial and technological resources are found to be important explanatory variables, as is asset seeking; of brands, technology and market access. The home environment in India allows firms to amass profits, to manage in a culturally diverse setting and to develop asset bundling skills. All these factors are significant in determining cross-border acquisitions.

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The global strategy of emerging multinationals from China

Cited by 398 publications

References 59 publications

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Cross-listing and the scope of the firm

Cross-border acquisitions by Indian multinationals: Asset exploitation or asset augmentation?

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