Management of Overseas Acquisitions by Developing Country Multinationals and Its Performance Implications: The Indian Example

Kale, Prashant; Singh, Harbir

doi:10.1002/tie.21818

Cited by 27 publications

(50 citation statements)

References 71 publications

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“…Further research has shown a positive impact of the light-touch integration approach on EMNC acquisition performance. By analyzing 15 Indian companies' overseas acquisitions, Kale and Singh (2017) tested the relationship between structural separation and acquisition performance and their findings suggest that structural separation enhances EMNC acquisition performance. However, empirical research in this area is still scarce.…”

Section: Strategies and Processes Of Post-acquisition Integration Of Emncsmentioning

confidence: 99%

Post-acquisition integration of emerging market multinational corporations: a research agenda

Zhang

Enang

Sminia

2019

MBR

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Purpose Mergers and acquisitions being done by emerging market multinational corporations (EMNCs) increasingly attract scholarly attention. However, conclusions concerning the nature and the theoretical underpinnings of EMNCs’ post-acquisition integration vary significantly, calling for an assessment of the state of affairs in this field. This paper aims to critically review the extant studies on EMNCs’ post-acquisition integration and to make a comparison with advanced economy multinational corporations’ (AMNCs’) post-acquisition integration, in order to formulate an agenda for future research. Design/methodology/approach A sample of papers from 21 leading journals in the fields of international business, management, human resource management and strategy published between 1991 and March 2018 are included in the literature review. Qualitative content analysis was conducted. Findings The topics are clustered into the four themes of strategies and processes, influencing factors, acquisition performance and antecedents of post-acquisition integration of EMNCs. The literature on EMNCs and AMNCs converges with regard to the broad methodological and theoretical approaches that have been adopted. Yet, EMNCs and AMNCs diverge on the detailed strategies and behavioral patterns of post-acquisition integration, mostly as a consequence of country of origin factors. Originality/value The paper identifies a number of deficiencies within existing research and suggests how they can be addressed in future research. By doing so, the paper deepens the argumentation of the third camp in the “Goldilocks debate” (Cuervo-Cazurra, 2012) arguing that the phenomenon of post-acquisition of EMNCs is “just right” for theory extension and development.

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Section: Strategies and Processes Of Post-acquisition Integration Of Emncsmentioning

confidence: 99%

Post-acquisition integration of emerging market multinational corporations: a research agenda

Zhang

Enang

Sminia

2019

MBR

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“…The internationalization of EM firms has been studied for over two decades and scholars have advanced knowledge about this phenomenon both theoretically and empirically (Hernandez & Guilen, ; Kale & Singh, ). The debates of whether and how large EM MNEs can compete in the global market have been at the core of the international business (IB) research (Peng, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Dismantling institutional complexity behind international competitiveness of emerging market firms

Mihailova

Panibratov

Latukha

2019

Thunderbird Intl Bus Rev

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The paper examines the perceived role of emerging market institutions in the creation of firm-specific advantages of local small-and medium-sized enterprises (SMEs) supporting international expansion and competitiveness. Our objective is to deepen conceptual understanding of the complex link between emerging market institutional factors and an ability of emerging market SMEs to compete internationally. Our empirical evidence from Russian software SMEs operating in global niche markets reveals that managers perceive institutional influence on their firms' ability to compete internationally in a number of direct and indirect means. We find that, in addition to the well acknowledged negative impact of institutions, there are supportive and triggering forces that incentivize SMEs' international expansion and development of competitive advantages. We contribute to the literature by elaborating about the complexity of institutional influence on international competitiveness of emerging market SMEs. This research offers insights for managers about the prospects of international expansion of SMEs from emerging markets. K E Y W O R D S competitiveness, emerging markets, institutions, Russia, small-and medium-sized enterprises, software sector

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“…The fact that Motherson opened its first overseas office in Austria is an indication of its international orientation. Both firms seem to have adopted the “light touch” integration approach (Kale & Singh, ; Kale, Singh, & Raman, ; Kumar, ; Liu & Woywode, ; Marchand, ) toward their developed‐region acquisitions. This is evident from our analysis that shows the two firms have retained the TMT at acquired entities.…”

Section: International Orientation Of Motherson and Rainmentioning

confidence: 99%

EMNEs venturing into advanced economies: Findings from comparative cases of two Indian MNEs

Parthasarathy

Momaya

Jha

2017

Thunderbird International Business Review

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Indian fi rms are challenged by the latecomer disadvantages faced by emerging-market multinational enterprises ( EMNEs ) in general. These challenges notwithstanding, Indian fi rms are doing crossborder acquisitions ( CBAs ) in developed regions. Analyzing fi rm-level secondary data of two Indian MNEs -namely, Motherson Sumi Systems Limited and Rain Industries Limited-that show signifi cant developed region-based revenues and assets, we link extant and emerging theoretical perspectives on EMNEs ' internationalization with the observed fi rm motives and behaviors of our case fi rms. We propose a framework of multiple contextual settings to understand the context-driven internationalization of the case fi rms. Finally, our article offers a set of propositions emphasizing fi rm-level entrepreneurial orientation and international orientation, when EMNEs internationalize via CBAs in developed regions.

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Management of Overseas Acquisitions by Developing Country Multinationals and Its Performance Implications: The Indian Example

Abstract: Developing-country multinationals ( DMNCs

Cited by 27 publications

References 71 publications

Post-acquisition integration of emerging market multinational corporations: a research agenda

Post-acquisition integration of emerging market multinational corporations: a research agenda

Dismantling institutional complexity behind international competitiveness of emerging market firms

EMNEs venturing into advanced economies: Findings from comparative cases of two Indian MNEs

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