Skip to main content Accessibility help
×
Hostname: page-component-8448b6f56d-tj2md Total loading time: 0 Render date: 2024-04-23T18:06:12.367Z Has data issue: false hasContentIssue false

12 - Micropolitics in emerging market multinational corporations (EMNCs) as a field of new research

from Part IV - Reflections and new directions for research

Published online by Cambridge University Press:  05 June 2016

Florian A. A. Becker-Ritterspach
Affiliation:
University of Applied Sciences (HTW) Berlin
Susanne Blazejewski
Affiliation:
Alanus University of Arts and Social Sciences, Alfter, Germany
Christoph Dörrenbächer
Affiliation:
Berlin School of Economics and Law
Mike Geppert
Affiliation:
Friedrich-Schiller-Universität, Jena, Germany
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Micropolitics in the Multinational Corporation
Foundations, Applications and New Directions
, pp. 281 - 297
Publisher: Cambridge University Press
Print publication year: 2016

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Amsden, A. H. 2009. Does firm ownership matter? POE vs. FOEs in the developing world. In Ramamurti, R. and Singh, J. V. (eds.), Emerging Multinationals in Emerging Markets. Cambridge University Press: 6477.Google Scholar
Becker-Ritterspach, F. and Bruche, G. 2012. Capability creation and internationalization with business group embeddedness – the case of TATA motors in passenger cars. European Management Journal, 30(3): 232247.CrossRefGoogle Scholar
Blazejewski, S. and Becker-Ritterspach, F. (2011). Conflict in headquarters--subsidiary relations: a critical literature review and new directions. In Dörrenbächer, C. and Geppert, M. (eds.), Politics and Power in the Multinational Corporation. Cambridge University Press, 139190.CrossRefGoogle Scholar
Brennan, L. 2015. The challenges for Chinese FDI in Europe. Columbia FDI Perspectives, 142: 13.Google Scholar
Cavusgil, S. T., Ghauri, P. N. and Akcal, A. A. 2013. Doing Business in Emerging Markets (2nd edn). London: Sage.Google Scholar
Ciravegna, L., Fitzgerald, R. and Kundu, S. K. 2013. Operating in Emerging Markets. A Guide to Management and Strategy in the New International Economy. Upper Saddle River: FT Press.Google Scholar
Classen, N., Carree, M., Gils, A. and Peters, B. 2014. Innovation in family and non-family SMEs: an exploratory analysis. Small Business Economics, 42(3): 595609.CrossRefGoogle Scholar
Cuervo-Cazurra, A. and Genc, M. 2008. Transforming disadvantages into advantages: developing-country MNEs in the least developed countries. Journal of International Business Studies, 39(6): 957979.CrossRefGoogle Scholar
Deng, P. 2012. Accelerated internationalization by MNCs from emerging economies: determinants and implications. Organizational Dynamics, 41(4): 318326.CrossRefGoogle Scholar
Dunning, J. H. and Lundan, S. M. 2008. Multinational Enterprises and the Global Economy. Cheltenham: Edward Elgar.Google Scholar
Frenkel, M. 2008. The multinational corporation as a third space: rethinking international management discourse on knowledge transfer through Homi Bhabha. Academy of Management Review, 33(4): 924942.CrossRefGoogle Scholar
Fukuyama, F. 1995. Trust: the Social Virtues and the Creation of Prosperity. New York: The Free Press.Google Scholar
Geppert, M. and Dörrenbächer, C. 2014. Politics and power within multinational corporations: mainstream studies, emerging critical approaches and suggestions for future research. International Journal of Management Reviews, 16(2): 226244.CrossRefGoogle Scholar
Gökgür, D. 2011. Are resurging state-owned enterprises impeding competition overseas? Columbia FDI Perspectives, 36: 13.Google Scholar
Guillen, M. and Garcia-Canal, E. 2009. The American model of the multinational firm and the ‘new’ multinationals from emerging economies. Academy of Management Perspectives, 23(2): 2335.CrossRefGoogle Scholar
Hadjikhani, A., Elg, U., Ghauri, P. and Ghauri, P. M. 2012. Business, Society and Politics: Multinationals in Emerging Markets. International Business and Management. Bingley, UK: Emerald Group Publishers.CrossRefGoogle Scholar
Hofstede, G. 1980. Culture's Consequences. Beverly Hills, CA: Sage.Google Scholar
Hoskisson, R., Wright, M., Filatotchev, I. and Peng, M. 2013. Emerging multinationals from mid-range economies: the influence of institutions and factor markets. Journal of Management Studies, 50(7): 12951321.CrossRefGoogle Scholar
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. and Gupta, V. 2004. Culture, Leadership and Organizations: the GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage.Google Scholar
Hurst, G. 2014. The world's largest sovereign wealth funds go private. Institutional Investor. Available at: www.institutionalinvestor.com/article/3382248/investors-sovereign-wealth-funds/the-worlds-largest-sovereign-wealth-funds-go-private.html#.VV3KsqBwaUk (accessed 22 May 2015).Google Scholar
Hutton, R. 2013. Jewels in the Crown: How Tata of India Transformed Britain's Jaguar and Land Rover. New York: Elliott and Thompson.Google Scholar
Kale, P., Singh, H. and Raman, A. P. 2009. Don't integrate your acquisitions, partner with them. Harvard Business Review, 87(12): 109115.Google Scholar
Karnik, M. 2014. India's large firms look abroad to raise revenues. Livemint.com. Available at: www.livemint.com/Companies/r8g888Ks2ZoXvtLTyu0cYP/Indias-large-firms-look-abroad-to-raise-revenues.html (accessed 22 May 2015).Google Scholar
Khanna, T. and Palepu, K. 2000. The future of business groups in emerging markets: long-run evidence from Chile. Academy of Management Journal, 43(3): 268285.CrossRefGoogle Scholar
Khavul, S., Bruton, G. D. and Wood, E. 2009. Informal family business in Africa. Entrepreneurship: Theory and Practice, 33(6): 12191238.Google Scholar
Lessard, D. and Lucea, R. 2009. Mexican multinationals: insights from CEMEX. In Ramamurti, R. and Singh, J. (eds.), Emerging Multinationals in Emerging Markets. Cambridge University Press, 280311.Google Scholar
Luo, Y. and Tung, R. L. 2007. International expansion of emerging market enterprises: a springboard perspective. Journal of International Business Studies, 38(4): 481498.CrossRefGoogle Scholar
Mathews, J. 2006. Dragon multinationals: new players in 21st century globalization. Asia-Pacific Journal of Management, 23(1): 527.Google Scholar
Miller, D., Lee, J., Chang, S. and Le Breton-Miller, I. 2009. Filling the institutional void: the social behavior and performance of family vs. non-family technology firms in emerging markets. Journal of International Business Studies, 40(5): 802817.CrossRefGoogle Scholar
Peng, M. W. and Meyer, K. 2011. International Business. London: South-Western Higher Publication.Google Scholar
Ramamurti, R. 2009. What have we learned about emerging market MNEs? In Ramamurti, R. and Singh, J. V. (eds.), Emerging Multinationals in Emerging Markets. Cambridge University Press: 399426.CrossRefGoogle Scholar
Rugman, A. 2009. Theoretical aspects of MNEs from emerging countries. In Ramamurti, R. and Singh, J. V. (eds.), Emerging Multinationals in Emerging Markets. Cambridge University Press: 4263.Google Scholar
Santiago, A. L. 2000. Succession experience in Philippine family businesses. Family Business Review, 13(1): 1540.CrossRefGoogle Scholar
Sauvant, K. and Chen, V. Z. 2014. China needs to complement its ‘going-out’ policy with a ‘going-in’ strategy. Columbia FDI Perspectives, 121: 13.Google Scholar
Sauvant, K. and Strauss, J. 2012. State-controlled entities control nearly US$2 trillion in foreign assets. Columbia FDI Perspectives, 64: 18.Google Scholar
Sharma, P. and Rao, A. S. 2000. Successor attributes in Indian and Canadian family firms: a comparative study. Family Business Review, 13(4): 313330.CrossRefGoogle Scholar
Strike, V. M., Berrone, P., Sapp, S. G. and Congiu, L. 2015. A socioemotional wealth approach to CEO career horizons in family firms. Journal of Management Studies, 52(4): 555583.CrossRefGoogle Scholar
Tung, R. L. 2008. Do race and gender matter in international assignments to/from Asia Pacific? An exploratory study of attitudes among Chinese. Human Resource Management, 47(1): 91110.CrossRefGoogle Scholar
UNCTAD 2014. World Investment Report. Available at: http://unctad.org/en/pages/PublicationWebflyer.aspx?publicationid=937 (last accessed 1 May 2015).Google Scholar
Ward, J. L. (2000). Reflections on Indian family groups. Family Business Review, 8(4): 271278.CrossRefGoogle Scholar
Yeung, A., Warner, M. and Rowley, C. 2008. Guest editors’ introduction. Growth and globalisation: evolution of human resource management practices in Asia. Human Resource Management, 47(1): 113.CrossRefGoogle Scholar
Zhang, X. and Whitley, R. 2013. Changing macro-structural varieties of East Asian capitalism. Socio-Economic Review, 11(2): 301336.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×