Accelerated internationalization by emerging markets’ multinationals: The case of the white goods sector

The emergence of a “second wave” of developing country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. This paper documents how emerging markets’ MNEs (EM-MNEs) may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three EM-MNEs pursued global growth through accelerated internationalization combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arçelik (Turkey) emerged as multinationals in the large home appliances (so-called “white goods”) industry. The recipe for the success of these firms seems to lie in their ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global, consistent with a pluralistic conceptualization of globalization.     

Determinants of International Activities: Are SMEs Different?

In this paper we econometrically investigate the factors determining the choice of a specific internationalisation strategy. We distinguish four strategies, ranging from “serving foreign markets through exports only” up to “exporting and locating abroad several business functions such as distribution, production and R & D”. These strategies are evaluated against the reference category “domestic sales only” (multinomial logit model). The analysis, to a large extent, confirms Dunning’s well-known OLI paradigm. O-advantages turn out to be the main drivers of internationalisation, irrespective of firm size and internationalisation strategy. However, the knowledge-base on which O-advantages of smaller firms rests is more narrow than that of large companies. Whereas the former rely, in relative terms, primarily on capabilities related to incremental innovations, the latter draw to a higher extent on assets enabling them to be competitive in terms of far-reaching innovations. L-advantages (wages, regulatory framework, etc.) primarily are relevant in case of small firms; but even for this size class, O-advantages are dominant.     

Aligning employees through “line of sight”

Aligning employees with the firm's larger strategic goals is critical if organizations hope to manage their human capital effectively and ultimately attain strategic success. An important component of attaining and sustaining this alignment is for employees to have a “line of sight” (LOS) with their organization's strategic objectives. In this article, we illustrate how the translation of calculated firm goals into tangible results requires that employees not only understand the organization's strategy, but also accurately appreciate what actions are aligned with realizing that strategy. Using recent empirical evidence, theoretical insights, and tangible examples of exemplary firm practices, we provide thought-leaders with a comprehensive view of LOS by showing how it can be created, how it can be enhanced or stifled, and how it can be effectively managed. Further, we integrate LOS with current thinking on employee alignment to help managers more effectively benefit from understanding human capital potential.     

Bounded entrepreneurship and internationalisation of indigenous Chinese private-owned firms

Based on 16 in-depth case studies this paper argues that the internationalisation behaviour of indigenous Chinese private-owned firms can only be partially explained by the Uppsala model and the theory of international new ventures. Instead, the so-called “bounded entrepreneurship” may be the key influence on the unique internationalisation patterns and competitive positions of these firms. Managerial and policy implications and limitations of the study are discussed.     

Pricing practices and firms' market power in international cellular markets, an empirical study

Previous studies on international marketing have typically asked the question: “how is the demand characterized across countries?” Such analysis is then used to provide guidelines for firms to enter new markets and/or to allocate marketing resources across countries. To provide such normative guidelines, however, one also needs to analyze the supply-side of the problem, i.e., ask: “what is the likely market power that firms will be able to command in different countries?” Building on the New Empirical Industrial Organization (NEIO) framework, recent research in marketing provides marketers with a variety of models to explore competitive interactions among firms in the context of a single market. The goal of this paper is to extend this literature to a multimarket/multinational context to help international marketers assess the likely market power they face when entering new countries. We illustrate the proposed method on the mobile telecommunications industry, using price and quantity data from 10 countries around the world, estimating firms' market power as a function of a number of country characteristics.The results indicate that, while the simple presence of competition diminishes firms' market power, it does not lead to perfect competition. Interestingly, a higher number of competitors in a country does not seem to have significant incremental effect on market power. In contrast, the country's commitment to a severe antitrust policy has a significant negative effect, while the monopolist's lead-time before competition is allowed has a significant positive effect on market power. These findings, together with a change in price elasticities as a result of competition, suggest that market power in different countries may originate from two sources: (i) collusive pricing among cellular operators and (ii) consumers' switching costs across service providers. For international marketers, the findings imply that the attractiveness of wealthier countries (with usually faster diffusion rates and larger market potential) may be mitigated by higher levels of competition (as a result of developed antitrust regulation and more consumer exposure to competitive marketing practices). From a policy point of view, it suggests that (in contrast to the conventional wisdom) simple deregulation may not be enough to reduce prices to competitive levels. In addition, a severe antitrust policy is crucial to achieve this goal.     

A study of the impact of Western HRM systems on firm performance in China

Based on a sample of 324 firms in China, the relationship between Western human resource management (HRM) systems and firm performance is examined. The results show that the degree of adoption of Western HRM practices made no statistically significant difference between Chinese and foreign firms and also generally supports the hypothesis that Western HRM systems are positively associated with firm performance in a Chinese context. In addition, the proposed “motivation and support” HRM system appeared to have stronger and more significant relationships than the “skill and development” HRM system. The underlying reasons were identified and some managerial implications for both Chinese and foreign firms were drawn. © 2012 Wiley Periodicals, Inc.     

Multinational activity of European firms and heterogeneity

This paper offers an empirical assessment of the multinational activity of European firms. It takes the predictions of models of firm heterogeneity and FDI activity as a reference to explore the characteristics of multinational firms from 30 European countries. We use a data set, based on ORBIS, which links information of parent–affiliate pairs of firms. Our results show that more productive firms have greater multinational activity in terms of both scope, the number of foreign markets where they invest, and scale, the volume of local sales by subsidiaries active in foreign markets. The estimation of gravity equations shows that country characteristics that encourage multinational activity successively induce the entry of less productive parent firms. We confirm this asymmetry for the GDPs of the home and host countries, distance, contiguity and other standard gravity equation variables.     

Is the multinational firm in danger?: The threat of nationalism

A ground swell of nationalism in foreign countries may mean the end of the multinational firm; steps to accommodate to public sentiment in the host country offer only temporary relief, and the proposed. “supranational” corporation would still be considered an outsider. A new form of international business activity must evolve. One possibility is a management contract, whereby the Western firm supplies management skills and technical knowledge without the equity participation and direct control that have been the essence of traditional foreign investment. This device would remove the principal objection of host countries to direct investment from abroad—foreign ownership of local industry—and the foreign firm would benefit from some revenue—better than eviction.     

Internationalization and breaking the glass ceiling: An institutional perspective

Gender diversity continues to serve as a thought-provoking and challenging topic for society and business alike. Even as organizations implement policies to minimize discriminatory practices in the workplace, evidence of gender inequality in firms around the world persists. Drawing on institutional theory, this study focuses on the effect that foreign investors and host country corporate social responsibility (CSR) policies have on gender diversity, and how professional groups can moderate this relationship. In analyzing 608 observations from listed firms in Taiwan, the findings demonstrate these relationships. It is shown that both foreign investor ownership and good host country CSR in firms are positively linked to the promotion of women into managerial positions. The assurance of professional groups in home countries further enhances this positive relationship. Our results further indicate how institutions carried across borders by organizations can influence firm decisions such as gender diversity through global norms of corporate CSR and also by the assurance of professional groups in the home multinational firm.     

Exports in the strategy of multinational enterprises

Using data from a sample of 329 multinational firms, this paper analyses the impact of increases in foreign production on exports from the parent firm. The relationship between internal exports and foreign production is positive at all feasible levels of foreign production, although the impact on extra-group exports may be negative. These effects may be swamped by changes in relative international competitiveness between firms of the same nationality and industry group. The importance of these findings for multinational firms is that anticipation of these effects can reduce costs of reallocation of resources for the parent, firm and the results illustrate the wide remaining scope for further internationalization even among the world's largest firms. The impact of foreign production on home country employment is likely to remain positive so long as the firm's international competiveness can be improved.     

Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries

This article investigates the role of expatriate managers in multinational companies. We discuss three key organizational functions of expatriation: position filling, management development, and organization development. In the last function, organization development, international transfers are used as an informal coordination and control strategy through socialization and the building of informal communication networks. The article explores this role of international transfers in greater detail, but also discusses a more formal way in which expatriates can control subsidiaries. The following metaphors for these different control functions of expatriation are introduced: “bear” (formal direct control), “bumble-bee” (socialization), and “spider” (informal communication). A large-scale mail survey offers empirical evidence for the bear, bumble-bee and spider roles and shows under which circumstances they are most effective. Being aware of the different control functions of expatriation and the circumstances under which they are most effective can help managers to use expatriate assignments as a more strategic tool.     

Environmental sustainability practices and offshoring activities of multinational corporations across emerging and developed markets

Using panel data of 1080 multinational corporations (MNCs) from the United States, we examine the effects of environmental sustainability practices on the degree of firms’ offshoring activities. In addition, we disaggregate offshoring activities into their core components depending on whether or not the firm buys (inputs) or sells (outputs) and/or owns assets in a given country and examine the extent to which sustainability practices influence the different components of offshoring decisions. The results indicate that sustainability practices significantly affect offshoring activities of MNCs. In particular, we found that sustainable business practices matter when the firm sells goods or owns assets in the given host nation. Additionally, the results show that the sustainability–degree of the internationalization relationship is crucial for MNCs that have offshoring activities in advanced economies relative to those firms that have activities in emerging markets. Our results are robust to alternative explanations.     

Target reputation transferability,consumer animosity,and cross-border acquisition success: A comparison between China and Taiwan

This study examines the effects of consumer animosity and reputation transferability of local targets on cross-border acquisitions by analyzing host country consumer responses toward the acquisitions of local firms by foreign multinational corporations (MNCs). This work compares two host country markets: the responses of Chinese (high animosity against Japan) and Taiwanese consumers (low animosity against Japan) toward acquisition of a local firm by a Japanese MNC. The findings show that Chinese consumers demonstrate attitudes that are more negative toward the post-acquisition target, and lower intentions to repurchase products of the post-acquisition target than Taiwanese consumers. This work further observes that in a host-country market with low animosity, reputation transfer of a local target is pronounced, whereas, in a host country market with high animosity, consumer animosity will restrain or even exceed reputation transferability. Experiment results reveal consistent support for these hypotheses. Implications and limitations of the findings are also discussed.     

Do Foreign Firms in China Incur a Liability of Foreignness? The Local Chinese Firms’ Perspective

Liability of foreignness (LOF) has been one of the building blocks of multinational enterprise theory development, but we have limited knowledge about the liability of foreignness in the context of multinationals operating in developing countries. This study suggests that in a developing country like China, foreignness may still exist, but its negative impact on foreign firms’ performance may have become insignificant. Local Chinese firms were found to enjoy significant location‐based advantages over their foreign counterparts, contributing to liability of foreignness. However, the adverse effects of liability of foreignness on foreign firms appear to be offset by the foreign firms’ superior firm‐specific and multinationality advantages over local Chinese firms. Further, the location‐based advantages that foreign firms have built up over time further serve to strengthen their overall competitive position in China. © 2014 Wiley Periodicals, Inc.     

The Turnover of Firms and Industry Growth

In a dynamic setting, every firm can be regarded as a “business experiment” with the objective to search and explore new business opportunities. It is suggested that the growth of an industry is enhanced by new-firm entry, since a positive correlation between the number of successes, i.e. fast-growing firms, and the number of business experiments is to be expected. Exit is necessary to sort out the firms that the market rejects. Hence, it is rather the entry and exit of firms that jointly should have a positive effect on growth, rather than the number of entries in isolation. This paper tests the hypothesis that a high turnover rate of firms has no, or a negative, effect on industry growth. The analysis is based on an extensive data set covering all Swedish IT firms that existed between 1994 and 1998. The turnover rate of firms is found to have a significantly positive effect on industry growth.     

Cooperative ventures in emerging economies

Foreign market entry strategy involves choices about which markets to enter and how to do it. Most of the literature on foreign direct investment reflects an interest in ownership structure decisions and the risks foreign investing firm may face. As recognized in many studies, one set of risks arises from public expropriation hazards, a function of the ability of the host country's institutional environment to credibly commit to a given policy or regulatory regime. Empirical research has shown this hazard to have an impact on ownership levels. This study is a theoretical model that describes how multinational firms face moral hazard risk from their local partners and political risk from the host country when they decide to go abroad in a joint-venture alliance. I found that the greater the level of hazard expropriation, the lower the participation of the multinational firm in the final cash flow, except for when the multinational firm has the negotiation power and there is a high level of local investment protectionism. In that case, the multinational firm increases its participation in the final cash flow.     

跨国公司在华经营策略分析——百安居并购、欧倍德退出案例对比研究

本文以欧倍德从中国市场退出以及百安居的相对成功为例，分析跨国公司在华经营策略，从而说明如果不根据当地市场需求适时地调整战略决策，即使拥有较高的资本优势和优秀的管理经验也不免经营失败。跨国公司在处理母公司管理模式转移与海外子公司经营管理创新的关系时，应注重东道国的市场环境，选择合适的经营方式，及时地转换经营策略，积极进行管理创新。     

Determinants of Sales Destinations of U.S. Multinational Firms' Affiliates in Developing Countries

This study examines the determinants of the sales of .U.S. multinational firms' affiliates to alternative destinations, including sales to other affiliate firms in a host country and a source country markets as well as sales to other non-affiliate persons in each market. Sample host countries are drawn from developing economies where U.S. multinational firms had affiliate firms during the period 1983–1998. The results of the study reveal that affiliates of multinational firms manipulate sales to minimize international taxation. This is supported by the finding that foreign corporate income taxes: affect sales between affiliate firms favorably, unlike its impacts on sales of affiliates to non-affiliate persons in both a host country and source country markets. Considering all markets together, economic volatility and political instability have minimal impacts on sales of affiliates to other affiliate firms compared to their impacts on sales to non-affiliate persons. The results also confirm that host countries' economic policy reforms and membership in multinational investment guarantee agencies facilitate sales of affiliates to other affiliate firms.     

Private business sales environments in the United Kingdom

When an owner-manager of a business firm decides to sell the company, it is not a trivial decision. Whether it is a sale forced by circumstances outside company control, or a positive, strategic choice, it is certainly significant. Moreover, the method of “exit,” the advice taken, and the deal that is eventually struck will clearly affect the nature of the owner's eventual lifestyle. In such circumstances, there are four choices open to the owner: (1) Sale to a third party; (2) Sale to the management and/or employees; (3) Public quotation on the Stock Exchange; (4) Liquidation.This research first analyzes the magnitude of activity in the United Kingdom in each of the above categories during the five-year period 1983–1987. The results show very clearly that there is a strategic loosening taking place in the corporate marketplace—more firms are being sold, and more owner-managers are choosing to exit from ownership of their firms. Moreover, the most frequently used exit route by far is that of the private advertized sale.The second part of this paper analyzes in detail the data for the private advertized sale. By means of principal-component analysis and cluster analysis seven, ecological incubator environments were constructed at a county level. Significant differences were observed between the environments in respect to private advertized sales, private advertized sales rates, and industrial structure. These results show clearly that the nature of the supply of owner-managers wishing to realize their ownership is geographically biased and is, in part, a reflection of the existing industrial and commercial base.