Doing Business in Emerging Markets: Entry and Negotiation Strategies

Çavuşgil, S. Tamer; Ghauri, Pervez N.; Agarwal, Milind

doi:10.4135/9781483328720

Cited by 103 publications

(84 citation statements)

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“…Moreover, especially in emerging markets where government, bureaucracy and local authorities are too much involved in business, it is very difficult for firms to reach scarce raw materials offered by local suppliers or state-owned enterprises, to gain access to distribution and communication channels controlled by local authorities, and to obtain licences issued by home governments without establishing good relations with politicians (Cavusgil et al, 2013). In fact, networking relations may not be limited to government and bureaucracy.…”

Section: Capabilities As the Dynamic Enabling Mechanismsmentioning

confidence: 99%

The contribution of tangible and intangible resources, and capabilities to a firm’s profitability and market performance

Kamaşak

2017

EJMBE

160

107

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Purpose The purpose of this paper is to investigate the relative contribution of tangible resource (TR) and intangible resource (IR), and capabilities on firm performance based on the measures of market share, sales turnover and profitability. Design/methodology/approach A cross-sectional survey research design was used in the study. The modified version of Galbreath and Galvin’s (2008) resource-performance questionnaire which included a total number of 45 questions was applied on 243 Turkish firms operating in different industries. The data collected were analysed by hierarchical regression analysis. Findings The findings revealed that IRs and capabilities contributed more greatly to firm performance compared to TRs. However, in contrast to the proposition of resource-based theory that views capabilities as the most important skills that underpin the development and deployment of both TR and IR, capabilities offered rather limited additional explanatory power to the prediction of firm performance only with respect to profitability against the combined effects of TR and IR. Originality/value The vast majority of the empirical resource-based view (RBV) research concentrates on developed countries and very little is known about results outside of this domain. This study employs Turkish business databases to assess the relative importance of TR and IR and capabilities on performance differences among firms in Turkey which was the 17th largest economy in the world trade in 2016. Second, in the RBV literature, limited research tests the contribution of capabilities to firm success after simultaneously accounting for the effects of other resources (namely, TR and IR) available to the firm. Finally, this research offers practical contributions to executives and managers who have to make adequate decisions for firm survival and growth in the competitive business arena.

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Section: Capabilities As the Dynamic Enabling Mechanismsmentioning

confidence: 99%

The contribution of tangible and intangible resources, and capabilities to a firm’s profitability and market performance

Kamaşak

2017

EJMBE

160

107

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“…2 Ülkedeki adil olmayan gelir dağılımı, zayıf endüstriyel, sosyal altyapı ve aşırı nüfus gibi birçok problemi ortadan kaldırmak için reformlar yapmaya karar veren, bu konuda uzun dönemli planlar oluşturan, bu planları uygulamaya koyan ve bu faaliyetler sonrası kişi başına GSMH' de artış kaydeden ülkeler yük-selen piyasalar (ya da ekonomiler) olarak adlandırılmaktadır (Çavuşgil ve Ghauri, 1990). Bu ülkeler nispeten gelir dağılımı bozuk, yüksek büyüme oranına sahip, yüksek riskleri barın-dıran, politik yapının etkin çalışmadığı ve yüksek enflasyon oranına sahip ülkelerdir (Çivi ve Çavuşgil, 2001 .…”

Section: Tarih Ve 6224 Sayılı Yabancı Sermayeyi Teşvikunclassified

Doğrudan Yabancı Yatırımları Belirleyen Faktörler: Yükselen Piyasalar Örneği

Arık¹,

Akay²,

Zanbak³

2014

Anadolu Üniversitesi Sosyal Bilimler Dergisi

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“…And the level and nature of the specific advantages of the investing company determine whether the entry occurs through acquisitions, the establishment of a new business or a variation of these alternatives, according to Cavusgil & Ghauri (1990), Kuada & Sorensen (2000), Hitt, Ireland & Hoskisson (2001). According to Deresky (2004), the possible ways to enter a market include exports, licensing, strategic alliances, mergers and acquisitions, establishment of a subsidiary, franchise, manufacturing contracts, turnkey contracts or management contracts.…”

Section: Strategic Dimensions For Internationalizationmentioning

confidence: 99%

An Analysis of the critical strategic dimensions for internalization of Brazilian firms in global base-of-pyramid (BOP) markets

Spers

Wright

2013

BBR

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This paper presents the critical strategic dimensions to operate in international Base-ofPyramid (BOP) markets. The variables studied are reasons for internationalizing: prices, promotion, distribution, products, innovation, entrance into markets and processes. A descriptive, exploratory, multiple-case research was developed with the Brazilian firms Natura, O Boticário, AmBev, Embraco, Perdigão and Havaianas. Longitudinal and comparative analyses led to the conclusion that the main reason for entrance in international BOP markets is increased long-term sales and earnings. Critical strategic dimensions are brand management, adequate product mix, process innovation, relationships with stakeholders and corporation culture strengthening.

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Doing Business in Emerging Markets: Entry and Negotiation Strategies

Cited by 103 publications

References 0 publications

The contribution of tangible and intangible resources, and capabilities to a firm’s profitability and market performance

The contribution of tangible and intangible resources, and capabilities to a firm’s profitability and market performance

Doğrudan Yabancı Yatırımları Belirleyen Faktörler: Yükselen Piyasalar Örneği

An Analysis of the critical strategic dimensions for internalization of Brazilian firms in global base-of-pyramid (BOP) markets

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