Market entry into Africa: Acquisitions and international joint ventures. Studies of foreign firms' market entry strategies,challenges, and performance in Africa

While the interest in investing in Africa is rising, the know‐how of business on the continent is very limited. There have been only recently few special issues focusing on sub‐Saharan Africa in the top international business journals: “Sub‐Saharan Africa at a key inflection point” (Thunderbird International Business Review 2009); “Contemporary developments in the management of human resources in Africa” (Journal of World Business 2011); “Contemporary challenges and opportunities of doing business in Africa” (Journal of Technological Forecasting and Social Change 2016); “Critical perspectives on international business in Africa (Critical Perspectives on International Business 2016); “Strategic Management in Africa (Global Strategy Journal, 2017); and “The internationalization of African firms (Thunderbird International Business Review 2016). The aim of this special issue is to advance understanding of international business in Africa and specifically focus on how foreign firms enter African markets via acquisitions and international joint ventures and extend knowledge of these market entry strategies and performance in Africa for research and for foreign firms intending to, or currently doing business in Africa. This guest editorial provides a summary of the five articles and one book review in this special issue categorized into three broad thematic issues: International joint ventures and acquisitions as market entry strategies in Africa; cross‐border investments of African firms; and theoretical underpinnings.     

Tradition Versus Change: Evaluating the Currency of Some Traditional Chinese Values in Today's Business Environment

Abstract

In the last decade, the discussion about how marketing is changing has focused largely on practices in more affluent industrialized economies. Far less attention has been given to understanding the marketing strategies and practices of firms in emerging and transition economies. In this paper, we compare marketing of multinational firms versus local firms in Argentina. We identify the environmental characteristics of Argentina's emerging economy and, using survey data of 96 firms, we group firms into five clusters. We refer to two clusters as “traditional/local” as they use very basic marketing methods, with one serving business markets and the other consumer markets. The other three clusters we refer to as “progressive” as they represent state-of-the-art practices. The first two of these are foreign-owned and serve consumer and business markets, the third represents locally-owned service firms. The managerial implications are examined.     

International ambidexterity and firm performance in small emerging economies

Conventional IB theories stress the importance and implications of a firm's exploitative strategy. However, the unprecedented competitive nature of contemporary business necessitates firm “ambidexterity” — the simultaneous execution of exploitation and exploration activities. Using balanced panel data of 207 Taiwanese firms spanning six years, this research examines the effects of international ambidexterity on firm performance. Findings reveal that ambidexterity promotes a firm's performance. For firms from small emerging economies, international ambidexterity is highly vulnerable to environmental complexity and sensitive to previous international experience and the firm's capability to conduct international business. These factors significantly moderate firm performance.     

Social Sustainability in Selecting Emerging Economy Suppliers

Despite the growing public awareness of social sustainability issues, little is known about what drives firms to emphasize social criteria in their supplier management practices and what the precise benefits of such efforts are. This is especially true for relationships with international suppliers from the world’s emerging economies in Asia, Latin America, and Eastern Europe. Building on stakeholder theory, we address the issue by examining how pressures from customers, the government, and employees as primary constituencies of the firm determine the extent to which firms consider social aspects in the selection of emerging economy suppliers. Further, we analyze how such socially sustainable supplier selection relates to the capabilities of the firm’s suppliers, its market reputation, and the learning in its supply management organization. We test the developed research framework empirically using data from 244 U.S. and German corporations. Our findings, consistent with our hypothesized model, suggest that middle-level supply managers as internal stakeholders play a major driving role for firms’ socially sustainable supplier selection, and that strong positive links exist between that selection and the investigated outcomes.     

Organizational Ambidexterity and the Emerging‐to‐Advanced Economy Nexus: Cases from Private Higher Education Operators in the United Kingdom

The expansion of advanced‐market economy (AME) firms into emerging‐market economies (EME) is well documented. In recent decades, EME companies have moved increasingly into AMEs, especially within the manufacturing sector, as well as other important AME sectors such as higher education (HE). However, the latter have received less attention. This study conducts an in‐depth qualitative analysis of two EME HE organizations operating in the international HE sector in London. The argument applies a theoretical framework of organizational ambidexterity with which to examine the contexts and complexities in collaborations between EME‐HE and AME‐HE firms. These argument surfaces, inter alia: differing dynamics in relation to institutional frameworks and sense making; myopic internationalization; tensions regarding organizational reputation, place, partner, and product legitimization; unfulfilled reverse innovation and “explorative‐pull” phenomena. Overall, the article develops novel conceptual frameworks of practical relevance, which inform EME‐AME firm collaborative operations in AME settings. © 2016 Wiley Periodicals, Inc.     

Bracing for MNC competition through innovative HRM practices: The way ahead for Indian firms

With increasing globalization, firms are entering a dynamic world of international business that is marked by liberalization of economic policies in a large number of emerging economies like India. To face the challenge of increasing competition that has resulted from liberalization, Indian organizations have initiated adoption of innovative human resource management practices both critically and constructively to foster creativity and innovation among employees. With the help of 11 in‐depth case studies, this article tries to understand how innovative HRM practices are being adopted by Indian firms to brace for competition in the postliberalization scenario. © 2006 Wiley Periodicals, Inc.     

A corporate entrepreneurship perspective of pre‐entry strategies for internationalization: A case study of a Chinese business conglomerate

The international expansion of Chinese firms is a remarkable phenomenon of contemporary international business. However, international expansion is particularly challenging for firms expanding from emerging market economies such as China because they have relatively few ownership advantages and suffer disadvantages. We apply a corporate entrepreneurship perspective to explore this under‐researched topic via a longitudinal case study of a large Chinese business conglomerate. Thirty‐one semistructured interviews and seven focus‐group discussions were conducted with 55 informants; company documents were also analyzed. We found sophisticated pre‐entry entrepreneurial initiatives are critical for successful internationalization, as they enable emerging market firms to overcome some constraints, leverage their assets, and build competences for international venturing.     

Resource curse impacts on the co-evolution of emerging economy institutions and firm internationalization

We investigate natural resource “curse” impacts on co-evolutionary relationships between emerging economy institutions and firm internationalization. We discuss how these relationships challenge and extend IB institutional research using three predominant resource curse characteristics (boom and bust cycles with related public discourse and “Dutch Disease” with associated manufacturing sector investment crowd-out). These characteristics alter regulative, normative and cognitive institutional impacts on state- and privately-owned firm internationalization during an emerging economy’s resource curse. We develop propositions describing these processes using oil and gas, manufacturing and service sector examples in several emerging economies. We discuss our theoretical contributions to the resource curse and international business literatures and outline future research directions.     

Defying Distance? Cross‐Border Acquisitions by Emerging‐Economy Firms

We argue that emerging‐economy firms’ international location choices are driven by the pursuit of dynamic efficiency rather than the immediate minimization of transaction and learning costs, and hence the relationship between country distance and the number of cross‐border acquisitions will be less negative for these firms relative to advanced‐economy firms. We then test the hypothesis with respect to four measures of country distance—geographic, economic, cultural, and institutional—and find support for the hypothesis. Our study provides empirical support for claims in the literature about differences in the international expansion behavior of emerging‐economy firms with respect to location. In addition, our study makes a theoretical contribution by showing that the theoretical perspective of dynamic efficiency can explain the difference in the location choices for cross‐border acquisitions by emerging‐economy firms relative to those by advanced‐economy firms. © 2016 Wiley Periodicals, Inc..     

Adjusting to BRICs in Glass Houses: Replacing Obsolete Institutions and Business Models

Global adjustment to the rise of the BRIC and other emerging economies is an important challenge for firms in the advanced economies. Emerging market firms increasingly trade and invest globally while monetary imbalances continue to rise and hobble advanced economy firms. Advanced country firms feel like they live in glass houses as the tectonic forces of technology, demographics, globalization, sustainability, and climate change force obsolescence in their business models. In this article, this overseas projection of economic power by the rising new economies is illustrated by the Indian and Chinese overseas economic expansion focused on Africa. This analysis shows that noneconomic state‐driven entities are likely to be a significant part of the rise of South‐South economic trade and investment flows and it poses theoretical and practical problems for existing market‐based economic and geopolitical institutions. Global adjustment to these new realities is also challenging as existing multilateral institutions seem to be inadequate. These changes in the global environment have significant implications for policy makers and managers of global companies. © 2013 Wiley Periodicals, Inc.     

Learning and innovation of Chinese firms along the paths of “Bring In” to “Go Global”

Over the past several decades, the “Bring In” and “Go Global” policies implemented in China have encouraged an unprecedented level of investment in and out of the country, creating unique opportunities for Chinese firms to learn and innovate along the paths of inward and outward internationalization. The international business (IB) literature has yet to satisfactorily explain what has been learnt by the Chinese firms and whether and how their learning and innovation have taken place over time. This special issue examines the specific content, nature, mechanisms, processes, and internal and external conditions and contexts of learning and innovation of Chinese firms during the course of inward and outward internationalization. We provide an overview of the “Bring In” and “Go Global” policies, assess the current state of the field, and explicate how the research articles in the special issue contribute to the understanding of learning and innovation of Chinese firms along the paths of inward and outward internationalization.     

Seeding the clouds for industrial relations climate change in emerging economies

As manufacturing businesses increasingly move labor‐intensive production to emerging economies, it is important for international managers to understand the sociopolitical factors that shape the climate in which management and labor interact. We present a conceptual “weather map” of industrial relations climates and use indices to plot the climates of 33 emerging, 11 transition, and 21 developed economies. As hypothesized, emerging economies, compared with transition and developed economies, are characterized by a relatively adversarial industrial relations climate and a high incidence of industrial action. Implications for international managers and future research directions are discussed. © 2009 Wiley Periodicals, Inc.     

Cross-listing and the scope of the firm

“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.     

Web-based Chinese management (WCM)—Toward a new management paradigm for the next millennium?

This article develops a distinctive Chinese management model called “Web-based Chinese Management” (WCM). It is practiced in private family enterprises located in Mainland China's booming “noncommunist” business centers and in overseas Chinese firms. The model is thought to be highly effective due to its use of social capital, high degree of flexibility, and cost efficiency. However, given that it usually puts limits to the growth of the focal company, it is less effective in exploiting economies of scale in steady-state mass-production industries. With its emphasis on skill, experience, and action, it conforms to my definition of “art.” I propose WCM as a new management paradigm for the next millennium and think that it fits well into the prevailing zeitgeist of ever more interdependent networks. The framework can help international businessmen both to deal effectively with Chinese enterprises, as well as serve as “best practice” that can be emulated to master highly uncertain and complex environments. © 1999 John Wiley & Sons, Inc.     

A Note on the Use of Survey Research Firms to Enable Empirical Data Collection

This forward thinking article examines the risks and rewards of using survey research firms to enable empirical data collection, and issues a cautionary note about its application. An exposition and discussion of this form of data collection in supply chain management is relevant today, due to the “survey‐fatigue” among the population of business professionals from whom we seek a response. While this approach has some history in other disciplines, it is still relatively new among supply chain management researchers. To help supply chain management scholars assess the appropriateness of this type of data collection method, this forward thinking article provides invaluable guidance as derived from the authors' recent experiences with the approach. As such, we share our observations and lessons learned. The conclusion is that the use of survey research firms for empirical data collection can be a viable, alternative approach to self‐administered surveys. However, care should be taken in its application.     

Russian Gas and Oil Giants Conquer Markets in the West

Abstract

Russian firms are not integrated to the global business world solely via investments from the West to the East but also through investments from Russia to other countries. This article proves that some significant Russian corporations have already taken root in Western economies, including the US market. The first wave of the Russian companies in the West increases the pressure to analyze them as potential partners or competitors. This article uses a REM model to describe the foreign operations of the two biggest Russian corporations, Gazprom and LUKoil. The fast-expanding activities of Russian firms abroad signify that a new era in international business has begun on the eve of this millennium.     

Motivations and risks in international licensing: a review and implications for licensing to transitional and emerging economies

In the light of changes in technology and today’s global business environment, recent contributions in the literature regarding international licensing, particularly the reasons, risks, and management of licensing are reviewed. The main reasons that firms choose licensing over other methods of international market entry are examined, and the risks associated with licensing are synthesized and updated, along with perspectives on managing those risks. Finally, areas are suggested for further inquiry that may help to enrich this field of study. Throughout, particular attention is paid to the issues of international licensing that affect emerging and transitional economies, particularly from the perspective of small firms.     

Corporate governance and returns to emerging economy firm acquisitions in tax havens: An empirical test on Indian firms

Cross‐border acquisitions (CBAs) by emerging economy firms are known to yield positive stockholder returns. A nontrivial fraction of CBAs by emerging economy firms are in tax havens. We argue because of weak corporate governance in emerging economies and the secrecy afforded by tax havens, emerging economy firm CBAs in tax havens yield lower stockholder returns than their CBAs in nontax havens. We also argue the negative effect of tax haven destinations is greater for firms with greater business group ownership and for firms with greater foreign insider ownership. Furthermore, we argue the negative effect of tax haven destinations is mitigated for firms whose stock is actively traded in the market. Empirical tests in a sample of nearly 800 CBAs by Indian firms from 2002 to 2011 support our hypotheses. Our study contributes to a better understanding of stockholder returns to CBAs by emerging economy firms and the influence of corporate governance on these returns.     

Industrial Specialization,Catching‐up and Labour Market Dynamics

This paper presents a dynamic model as a heuristic tool to discuss some issues of changing industrial specialization which arise in the context of catching‐up processes of (technologically) less advanced economies and the impact which various scenarios of such catching‐up processes might have on the labour market dynamics both in the advanced and in the catching‐up economies. In analysing the evolution of international specialization, we demonstrate the twin pressures exerted upon the industrial structures of “northern” economies: competition from “type‐A southern” economies, which maintain a comparative competitive strength in labour‐intensive and less skill‐intensive branches, and competition from “type‐B catching‐up” economies, whose catching‐up increasingly focuses upon branches in which the initial productivity gaps and hence the scope for catching‐up are the highest. The contrast between these two catching‐up scenarios allows the explicit analysis of the implications of “comparative advantage switchovers” between northern and southern (type B) economies for labour market dynamics.     

Marketing planning in the larger family business

In recent decades a considerable literature on marketing planning has accumulated. The larger part relates to marketing planning in big firms with specialized, professional managers. There are books on the subject, like that of Malcolm McDonald which has gone through several editions, and there is also a steady stream of articles in the academic journals. In addition, the marketing planning activities of big firms are referred to by many more writers in the overlapping but broader contexts of “strategic marketing” and “strategic planning”. A lesser part of the literature relates to marketing planning in small firms. The small firms in question are usually very small. Typically they are owner‐managed and employ just a handful of people in a single location. The purpose of this study is to fill a gap in the literature by examining a medium‐sized firm; a category which seems to have been neglected by researchers.

Most modern economies are characterized by a significant group of middle‐sized firms, still owner‐managed, but with multi‐million dollar turnovers. Many of these remain family companies and constitute an important reservoir of business initiative. One such family business is the focus of this study. Given the relative lack of scrutiny of such firms to date, the author decided to conduct an in depth evaluation from within one large, family firm rather than seek by means of questionnaire to obtain information from a significant sample of the group. The results of the study suggest that neither the existing typologies of small firm approaches to marketing nor the formal models of marketing planning attributed to big companies necessarily characterize the marketing planning and management of larger, family businesses.