Internationalization paths of Indian pharmaceutical firms — A strategic group analysis

Chittoor, Raveendra; Ray, Sougata

doi:10.1016/j.intman.2007.05.008

Cited by 123 publications

(111 citation statements)

References 28 publications

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“…Elango and Pattnaik (2007) First, we would expect that the level of internationalization of large Indian and Chinese firms is still lower than that of most developed country firms, because internationalization from emerging markets -and China and India in particular -started only relatively recently. This is reflected also in the observation by Li (2007) and Chittoor and Ray (2007) that Chinese and Indian firms are still characterized by a strong home orientation.…”

Section: Multinationals From Emerging Marketsmentioning

confidence: 77%

“…A third characteristic of emerging market MNEs is the experience of these firms in operating in less developed markets (Wortzel and Wortzel, 1988), which gives them an ownership advantage in ' managing institutional voids' (Li, 2007;Khanna and Palepu, 2006;Chittoor and Ray, 2007;Luo and Tung, 2007) in other less developed countries as well. Finally, EM MNEs are often considered to suffer from late-comer competitive disadvantages (Chittoor and Ray, 2007;Luo and Tung, 2007).…”

Section: Multinationals From Emerging Marketsmentioning

confidence: 99%

“…Finally, EM MNEs are often considered to suffer from late-comer competitive disadvantages (Chittoor and Ray, 2007;Luo and Tung, 2007). This is one of the reasons why recent investments (from approximately 2001 onward, see Buckley et al, 2007;Yiu et al,2007;Li, 2007) for FDI into developed markets has been of an opportunity and asset seeking rather than asset exploiting nature.…”

Section: Multinationals From Emerging Marketsmentioning

confidence: 99%

“…Firms often target developed countries in search of (strategic) assets (Li, 2007;Buckley, 2006;Luo and Tung, 2007), and pursue many customers in many foreign markets at once in a strategy of entrepreneurial venturing (Yiu et al, 2007). As they aim to catch up with western firms, emerging market MNEs continue to be strongly home oriented; as internationalization occurs often through exports (Li, 2007;Chittoor and Ray, 2007).…”

Section: Multinationals From Emerging Marketsmentioning

confidence: 99%

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Internationalization trajectories--a cross-country comparison: Are large Chinese and Indian companies different?

Fortanier¹,

Tulder²

2009

Industrial and Corporate Change

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This paper explores whether the internationalization trajectories -patterns over time in the level, pace, variability and temporal concentration of international expansion -of large firms from China and India are fundamentally different from those of developed country firms. A longitudinal cross-country comparative study of 256 large firms for the 1990-2004 period shows that, although internationalization trajectories of large and leading Chinese and Indian firms are indeed different, there are also considerable similarities between established developed country firms and the new firms from emerging markets, not in the least because they often interact within the same sector

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Section: Multinationals From Emerging Marketsmentioning

confidence: 77%

Section: Multinationals From Emerging Marketsmentioning

confidence: 99%

Section: Multinationals From Emerging Marketsmentioning

confidence: 99%

Section: Multinationals From Emerging Marketsmentioning

confidence: 99%

See 2 more Smart Citations

Internationalization trajectories--a cross-country comparison: Are large Chinese and Indian companies different?

Fortanier¹,

Tulder²

2009

Industrial and Corporate Change

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“…Lacking such strategic resources, EM firms use cross-border M&As as the most effective way to improve their competitive advantage and performance (Gubbi, et al, 2010). Moreover, global firms which aim at acquiring new assets and new capabilities tend to create more M&A value than multinational enterprises (MNEs) pursuing a strategy based on the exploitation of their existing capabilities (Chittoor & Ray, 2007). In other words, strategic assets are necessary to meet the needs for bolstering economic development at home and compete more effectively against their global rivals at home and abroad (Luo & Tung, 2007;UNCTAD, 2006).…”

Section: Motives For Cross-border Mandasmentioning

confidence: 99%

The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms

Nicholson

Salaber

2013

International Business Review

165

155

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During the recent decade, the world has witnessed the rapid growth of MNEs from emerging economies. Their increasing participation in cross-border mergers and acquisitions has raised great attention in the extant literature. This study evaluates the value creation from these cross-border transactions from two representative emerging countries, namely China and India, and determines factors that result in the different performance of these international acquisition activities. Crossborder acquisitions conducted by these countries' companies indeed lead to significant shareholder wealth creation. Furthermore, Indian shareholders are more likely to benefit from deals in small cultural distance countries, while Chinese investors gain from the cross-border expansion of manufacturing companies. Location also affects the performance of cross-border acquisitions, with acquisitions into developed countries generating higher returns to shareholders. Our sample consists of 203 Indian and 63 Chinese cross-border deals over the period 2000-2010 and our results hold after controlling for various deal-level and firm-level characteristics.

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Exploratory study of international Corporate Social Responsibility initiatives of Indian firms

Bhattacharyya

2018

Bus Strat Dev

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Internationalization of business has become an emergent reality of emerging economy firms like from China and India. Through internationalization initiatives, firms expand its product market scope beyond domestic boundaries. Sociological theory of the firm posits that firms are embedded in society. Given the tenets of stakeholder theory, a firm has to address stakeholder issues even in the context of foreign countries post international expansion. In this research, the author conducted in-depth interviews of 34 Indian CSR managers who have been involved in international CSR operations.The data were thematic, intensity, and relational content analyzed for insights. Findings related to both international CSR planning and implementation. The key findings indicated that Indian firms were more inclined to replicate in foreign contexts their CSR activities, which were being carried out domestically. Most international CSR decisions were planned and administered from Indian home CSR office. The nature of resources and capabilities that Indian firms deployed in foreign countries were mostly of Indian origin. Further, the defining processes involved in the management of international CSR were majorly designed by Indian home CSR office.

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Internationalization paths of Indian pharmaceutical firms — A strategic group analysis

Cited by 123 publications

References 28 publications

Internationalization trajectories--a cross-country comparison: Are large Chinese and Indian companies different?

Internationalization trajectories--a cross-country comparison: Are large Chinese and Indian companies different?

The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms

Exploratory study of international Corporate Social Responsibility initiatives of Indian firms

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