Understanding Multinationals from Emerging Markets

Description

Why have relatively poor and underdeveloped countries been able to spawn so many global firms in the last two decades? Are emerging market multinationals (EMNCs) really different from successful multinationals from developed economies? This book tackles these and other fundamental theoretical questions about EMNCs. A distinguished group of researchers assesses the unique strategies and behavior of successful EMNCs, from the Chinese telecommunications firm Huawei to the Indian conglomerate Tata, to the South African beverages firm SABMiller. They address a range of topics, such as the drivers of internationalization by EMNCs; their distinctive process capabilities; how they catch up with established rivals on technology; how state ownership or business-group affiliation affects their behavior; and why they sometimes relocate their headquarters to advanced economies. This book will appeal to scholars and graduate students in global strategy and international business, as well as consultants of multinational companies, looking for state-of-the-art analysis of EMNCs.

Alvaro Cuervo-Cazurra is Professor of International Business and Strategy at Northeastern University's D'Amore-McKim School of Business. He studies the internationalization of firms, with a special interest in developing-country multinationals, and his geographical area of expertise is Latin America. He also analyzes governance issues, with a focus on corruption in international business. He teaches and consults on global strategy and sustainability. For more information, please visit www.cuervo-cazurra.com. Ravi Ramamurti is D'Amore-McKim Distinguished Professor of International Business and Strategy and Director of the Center for Emerging Markets at Northeastern University's D'Amore-McKim School of Business. His research and consulting have focused on companies operating in, or from, emerging economies. This is his third volume with Cambridge University Press, the others being Emerging Multinationals in Emerging Markets (2009, edited with J. V. Singh) and The Competitive Advantage of Emerging Market Multinationals (2013, edited with P. W. Williamson, A. Fleury and M.-T. Fleury).

'This book, with contributions from some of the leading academics in international business, sheds light on what is perhaps the biggest business strategy issue of our time: how competition between emerging market and established multinationals is likely to unfold with the big shift in many economic activities from advanced economies to emerging economies.' Pankaj Ghemawat, Anselmo Rubiralta Professor of Global Strategy, IESE Business School, and Distinguished Visiting Professor of Global Management, Stern School of Business, New York University 'Each contribution to this state-of-the-art volume on multinational firms from emerging markets clarifies a different aspect of the uniqueness of this phenomenon, which is reshaping global competition in fundamental ways. This is essential reading for those interested in understanding the new dynamics in global competition.' Mauro F. Guillen, Director, Lauder Institute, The Wharton School 'Emerging markets offer exceptional organic growth opportunities for multinational corporations. Local companies in these countries are innovating more, not only competing with MNCs in emerging markets but further extending their reach in global markets. This healthy competition will lead to more diverse competition and better choices for consumers. The authors have done a thorough job in studying this trend and sharing some excellent success stories.' Syed Jafry, President, Asia Pacific and Emerging Markets, Thermo Fisher Scientific 'Understanding Multinationals from Emerging Markets can be recommended for an academic audience well versed in the subject ... As discussed in the book, existing IB theory, which was initially constructed around MNCs from developed countries, has some challenges in explaining EMNCs and, thus, this field poses an extensive research field for the future - which this book ... draw[s] upon.' Christof Morscher, Journal of International Management