Cited by 756International Business and FDIGlobalization, Economics, and PoliciesInnovation and Socioeconomic Development

Emerging multinationals from mid‐range economies: the influence of institutions and factor markets

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Hoskisson, Robert E., Wright, Mike, Filatotchev, Igor, Peng, Mike W.·2013·Journal of Management Studies

Abstract

This paper revisits and extends our earlier work (in 2005) in the pages of this journal. We argue that there is a need for more fine‐grained understanding of the country context along two dimensions: (1) institutional development and (2) infrastructure and factor market development. Specifically, we propose an enriched typology of emerging economies with a focus on mid‐range emerging economies, which are positioned between traditional emerging economies and newly developed economies. Then we examine new multinationals from these mid‐range emerging economies that have internationalized both regionally and globally. We outline directions for further research based on this typology in terms of (1) government influence, (2) resource orchestration, (3) market entry, and (4) corporate governance regarding the internationalization strategy of these emerging multinationals from mid‐range economies.

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Research works printed but not linked: 6

  1. [10]10. Buckley, P. and Strange, R. (2011). 'Managerial decisions and the governance of multinational enterprises'. Journal of Management Studies, 48, 460-70.
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  3. [45]45. Kale, P., Singh, H. and Raman, A. P. (2009). 'Don't integrate your acquisitions, partner with them'. Harvard Business Review, 87, 109-15.
  4. [61]61. Marvin, T. (2010). 'Shock therapy: what we can learn from Poland'. Prospect: Journal of International Affairs at UCSD, November. Available at: http://prospectjournal.ucsd.edu/index.php/2010/11/shock-therapy- what-we-can-learn-from-poland/ (accessed 2 August 2012).
  5. [79]79. Ramamurti, R. and Singh, J. V. (2009). Emerging Multinationals in Emerging Markets. Cambridge: Cambridge University Press.
  6. [96]96. Williamson, P. J. and Raman, A. P. (2011). 'How China reset its global acquisition agenda'. Harvard Business Review, 89, 109-14.

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Authors
Hoskisson, R. E., Wright, M., Filatotchev, I., & Peng, M. W.
Affiliations
  • Rice University (US)
  • Ghent University (BE)
  • Vienna University of Economics and Business (AT)
  • The University of Texas at Dallas (US)
Corresponding author
Wright, Mike
Venue
Journal of Management Studies
Publisher
Wiley
Published
2012-12-28
Volume
50
Issue
7
Pages
1295-1321
ISSN
  • 0022-2380 (ISSN-L)
  • 1467-6486
OpenAlex
W2114188280
Cited by
756
References
117
Citations by year
2026: 33 · 2025: 45 · 2024: 35 · 2023: 40 · 2022: 68 · 2021: 71 · 2020: 74 · 2019: 71 · 2018: 85 · 2017: 57 · 2016: 63 · 2015: 54 · 2014: 43 · 2013: 14 · 2012: 1
FWCI
106.04
Type
journal article
Language
en
Open access
Locations
  • Journal of Management Studies (publishedVersion)
  • WU Research (publishedVersion)
  • City Research Online (City University London) (acceptedVersion)
  • RePEc: Research Papers in Economics (submittedVersion)
  • Ghent University Academic Bibliography (Ghent University) (submittedVersion)
  • eSpace (Curtin University) (submittedVersion)
  • Research Portal (King's College London) (submittedVersion)
Funders
  • Rice University
  • National Natural Science Foundation of China (71132006)
  • University of Texas at Dallas
  • Economic and Social Research Council (ES/K006614/1)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › International Business and FDI
  • Social Sciences › Economics, Econometrics and Finance › Economics and Econometrics › Globalization, Economics, and Policies
  • Social Sciences › Business, Management and Accounting › Business and International Management › Innovation and Socioeconomic Development
Keywords
emerging market multinationals, institutional development, factor markets, infrastructure development, internationalization strategy, government influence, resource orchestration, market entry, corporate governance

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