Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- Acknowledgements
- Introduction
- Part I Innovation and competitive advantage
- Commentaries on Part I
- Part II Value-chain configuration and competitive advantage
- Commentaries on Part II
- (II.i) How emerging market multinational enterprises upgrade capabilities using value-chain configuration in advanced economies
- (II.ii) Value-chain configurations of emerging country multinationals
- Part III Mergers and acquisitions and competitive advantage
- Commentaries on Part III
- References
- Index
(II.ii) - Value-chain configurations of emerging country multinationals
Published online by Cambridge University Press: 05 April 2013
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- Acknowledgements
- Introduction
- Part I Innovation and competitive advantage
- Commentaries on Part I
- Part II Value-chain configuration and competitive advantage
- Commentaries on Part II
- (II.i) How emerging market multinational enterprises upgrade capabilities using value-chain configuration in advanced economies
- (II.ii) Value-chain configurations of emerging country multinationals
- Part III Mergers and acquisitions and competitive advantage
- Commentaries on Part III
- References
- Index
Summary
Introduction
The papers by Fleury et al. (Chapter 5), Katkalo and Medvedev (Chapter 6), Athreye (Chapter 7) and Wang and Shi (Chapter 8) consider aspects of value-chain configuration and subsidiary management of emerging market multinational enterprises (EMNEs), each building on studies from one of the four major ‘BRIC’ countries (Brazil, Russia, India and China).
In this cross-case review, the collective commentaries suggest that, in addition to dimensions widely discussed in the international business (IB) domain, integrating the analysis of industry context and partner network tier-structure and dynamics can provide new insights to the configuration of these value chains, and how these impact their internationalisation evolution paths. The chapters under review consider how the internationalisation of both developed market multinational enterprises (DMNEs) and emerging market multinational enterprises (EMNEs), and the role of their subsidiaries, is impacted by value-chain configuration considerations. It is useful to synthesise these perspectives and suggest whether analysis of value-chain configuration across these studies can suggest more generalisable patterns.
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- Chapter
- Information
- The Competitive Advantage of Emerging Market Multinationals , pp. 180 - 188Publisher: Cambridge University PressPrint publication year: 2013
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