Cited by 49International Business and FDIInnovation and Knowledge ManagementCorporate Finance and Governance

Direction of outward FDI of EMNEs: Evidence from the Indian pharmaceutical sector

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Bhaumik, Sumon Kumar, Driffield, Nigel·2011·Thunderbird International Business Review

Abstract

Abstract This article seeks to add to the small but growing literature of emerging‐market multinational enterprises (EMNEs). Using two linked large firm‐level databases, it seeks to explore the determinants of outward investment of Indian pharmaceutical companies, distinguishing between developed‐ versus developing‐country destinations. It specifically examines the impact of two firm‐level characteristics that embody “non‐OLI” [ownership, location, and internalization] firm‐specific capabilities of EMNEs. The finding of this study is that family firms are keen on investing in other developing countries but much less so in developed countries. However, international linkages in the form of foreign investors offset this. © 2011 Wiley Periodicals, Inc.

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  • Firms with relatively closed ownership structures are less likely to engage in FDI, but also may be more attracted to engage in FDI to non-OECD countries with lower levels of institutional development.

    “As such, firms with relatively closed ownership structures are less likely to engage in FDI (Bhaumik et al 2010), but also may be more attracted to engage in FDI to non-OECD countries with lower levels of institutional development (Bhaumik and Driffield 2011).”

    From International business research and risky investments, an analysis of FDI in conflict zones (2013) · cites this paper as Bhaumik and Driffield 2011

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3 of the 60 references couldn’t be matched to a known paper.

Research works printed but not linked: 6

  1. Bhaumik, S., Driffield, N. and Pal, S. 2010. Does ownership concentration affect MNE operations? The case of Indian automobiles and pharmaceuticals. Journal of International Business Studies, 41: 437-450.
  2. Eaton, C., Yuan, L., & Wu, Z. 2002. Reciprocal altruism and the theory of the family firm. Paper presented at the Second Annual Conference on Theories of the Family Enterprise: Search for a Paradigm. Philadelphia, PA.
  3. Friedman, E., Johnson, S. & Mitton, T. 2003. Propping and tunnelling. Journal of Comparative Economics, 31: 732-750.
  4. Ghatak, M. & Kali, R. 2001. Financially interlined business groups. Journal of Economics and Management Strategy, 10: 591-619.
  5. Mathews, J.A. 2006. Dragon multinationals: New players in 21 st century globalisation. Asia Pacific Journal of Management, 23(1): 5-27.
  6. Rugman, A. 2008. Theoretical aspects of MNEs from emerging markets. In Ramamurti, R. & Singh, J.V. (eds.) Emerging Multinationals from Emerging Markets: 42-63, Cambridge, UK: Cambridge University Press.

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Authors
Bhaumik, S. K., & Driffield, N.
Affiliations
Aston University (GB)
Corresponding author
Driffield, Nigel
Venue
Thunderbird International Business Review
Publisher
Wiley
Published
2011-08-18
Volume
53
Issue
5
Pages
615-628
ISSN
  • 1096-4762 (ISSN-L)
  • 1520-6874
OpenAlex
W2049589003
Cited by
49
References
60
Citations by year
2026: 2 · 2025: 2 · 2024: 3 · 2023: 4 · 2022: 3 · 2021: 5 · 2020: 5 · 2019: 5 · 2018: 1 · 2017: 2 · 2016: 6 · 2015: 5 · 2014: 1 · 2013: 2 · 2012: 2
FWCI
5.28
Type
journal article
Language
en
Open access
Locations
  • Thunderbird International Business Review (publishedVersion)
  • Aston Publications Explorer (Aston University) (submittedVersion)
Funders
Economic and Social Research Council (ES/F028865/1)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › International Business and FDI
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Accounting › Corporate Finance and Governance
Keywords
outward foreign direct investment, emerging market multinationals, Indian pharmaceutical industry, family business, firm-specific capabilities, international linkages

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