Cluster life cycle and diaspora effects: Evidence from the Indian IT cluster in Bangalore

Sonderegger, Petra; Taübe, Florian

doi:10.1016/j.intman.2010.09.008

Cited by 80 publications

(47 citation statements)

References 36 publications

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“…Of the four commonly identified internationalization motives—namely, market‐seeking, efficiency‐seeking, resource‐seeking, and asset‐seeking (Dunning, )—Indian software firms have been observed as locating internationally with either market‐seeking or efficiency‐seeking motives, and not with asset‐seeking motives (Sonderegger & Taube, ). Lorenzen and Mudambi () note that Indian software firms caught up quickly by replicating the standardized processes of developed‐ country multinationals.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Efficiency-Seeking Emerging Market Firms: Resources and Location Choices

Jain

Kundu

Newburry

2014

Thunderbird International Business Review

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We study the efficiency‐seeking location choices of Indian software firms. In particular, we investigate the influence of heterogeneity in their resources on their location choices. The resource‐based view posits that firms face difficulties in transferring their resources in dissimilar host‐country environments. Prior research has investigated this phenomenon primarily for market‐seeking motives of multinational firms. With the help of hierarchical linear modeling, we analyze 650 location choices of Indian software firms and find that efficiency‐seeking firms face difficulties in locating in host countries with dissimilar and challenging labor environments. We find that the firms with core competence manifested through capability maturity model integration (CMMI) accreditation are able to overcome issues related to resource fungibility in dissimilar host‐country environments. © 2014 Wiley Periodicals, Inc.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Efficiency-Seeking Emerging Market Firms: Resources and Location Choices

Jain

Kundu

Newburry

2014

Thunderbird International Business Review

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“…They operate as investors and entrepreneurs in international businesses by benefiting from tangible and intangible (information, advice, and support) resources in both countries (Lin and Tao, 2012). They may contribute to the regional development in host countries as they go to these countries with new ideas, innovations, knowledge, and different and diverse business models as well as investing directly (Elo et al, 2017;Sonderegger and Täube, 2010).…”

Section: Diaspora Transnational Entrepreneurshipmentioning

confidence: 99%

Diaspora Marketing Revisited: The nexus of entrepreneurs and consumers

Sirkeci

Zeren

2018

Trans. Mkt. J.

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In this article, we discuss the role of diaspora as a business network and an opportunity window for foreign market entry following the concept of diaspora market entry or transnational market entry mode. As sources of information on both home and host countries, diasporas offer opportunities and enable entrepreneurs and thus serve as a significant social capital resource for foreign investors. For willing or the reluctant, investors may find an easy way to enter mature markets and thus internationalise at relative ease by the facilitating effect of diaspora presence in a target market. Diasporas, among their many characteristics, also known for growing a longing for what is “home” or “homeland”. Thus there emerges demand for those products and services they used to consume prior to migration abroad (i.e. nostalgic consumption). It takes place at a crossroads of passion for national identity and nostalgic consumption. For diaspora entrepreneurs, the social capital they have means business to satisfy the “nostalgia” demand as well as expanding markets for brands from their countries of origin.

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“…Clusters also often extend downstream to channels and customers and laterally, to manufacturers of complementary products and to companies in industries related by skills, technologies, or common inputs " [2]. By analogy with the model of the life cycle of the product, Sonderegger and Taube [3] have developed a model of the life cycle of clusters. DOI: 10.1515DOI: 10.…”

Section: The Life Cycle Of the Clustermentioning

confidence: 99%