Reverse Knowledge Transfer from Overseas Acquisitions: A Survey of Indian MNEs

Nair, Smitha; Demirbağ, Mehmet; Mellahi, Kamel

doi:10.1007/s11575-015-0242-y

Cited by 82 publications

(90 citation statements)

References 94 publications

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“…It is argued that these challenges motivate EMNEs to follow an accelerated internationalization through aggressive acquisitions in developed markets. (Madhok and Keyhani, 2012;Nair, Demirbag and Mellahi, 2013).…”

Section: A New Paradigm Of Internationalization?mentioning

confidence: 99%

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Wilkinson

Wood

Demirbağ

2014

Human Resource Management

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There is a very extensive body of literature on how multinationals manage their people in different national contexts. However, the bulk of this literature focuses on the case of multinationals from the advanced industrial economies, and to a considerable extent, the United States. Very much less has been written on multinationals with their country of origin being an emerging market, and what there has focuses on a very limited number of preferred cases. The growing importance of emerging economies has lead to an upsurge of strategy research on the topic (Wright, Filatotchev, Hoskisson and Peng, 2005); however, research on HRM has not paid enough attention to Emerging Market Multinational Enterprises (EMNEs). Many EMNEs tend to be smaller in size with considerably lesser resources and international experience than their counterparts from developed markets limiting their ability to transfer management practice across their subsidiaries (Thite, Wilkinson, & Shah, 2012), although there are important exceptions to this rule. This introductory article seeks to contribute to the emerging body of literature in this area, through seeking to encourage fresh insights particularly on the varieties of people management encountered in different national contexts.Correspondence to: Geoffrey Wood, Professor of International Business, Warwick Business School, University of Warwick, Coventry, CV4 7AL UK, Phone: +44 (0)24 765 24502, Email: Geoffrey.Wood@wbs.ac.uk.Emerging market MNCs have become increasingly prominent -and at times, controversial -within both the developing and developed world. This has encompassed such a diverse range of activities such as takeovers of failing Western firms, the buying up of land and mineral resources in Africa, and the establishment of (often) low cost manufacturing companies in target markets (or in countries with which such markets enjoy free trade agreements) in order to circumnavigate remaining tariff barriers. Whilst the diversity of such activity makes it difficult to draw out general trends, a few issues are of particular importance. The first is the political dimension of MNC activity, an issue relatively neglected in the business and management literature. Where MNCs originate in less democratic countries, relations with parent country governments and senior

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Section: A New Paradigm Of Internationalization?mentioning

confidence: 99%

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Wilkinson

Wood

Demirbağ

2014

Human Resource Management

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“…Furthermore, we believe that TCE rationales cannot explain whether the firm will succeed in the host market and integrate its operations effective ly, particularly in the case of M&As. Indeed, studies drawing on RBV rationales have emphasised that, when acquisitions are made in developed markets, which are characterized by better quality resources and institutions, firms benefit more, especially in terms of post-acquisitio n management such as acquiring critical knowledge (Nair et al, 2015). Because the acquisitio n of superior resources such as knowledge is cited as the key motive for cross-border M&A strategies, an alternative performance measure for EMMs' international entry mode strategies is the degree of reverse knowledge transfer, namely how resources acquired abroad are returned successfully to their respective home markets to be exploited as a source of competitive advantage.…”

Section: Discussion and Directions For Future Researchmentioning

confidence: 99%

Emerging market multinationals’ international equity-based entry mode strategies

Surdu

Mellahi

Glaister

2018

IMR

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Purpose: We examine the theories used to study the international equity-based entry mode strategies of emerging market multinationals (EMMs) and the contribution of these studies to extant literature.Design/methodology/approach: We conducted a systematic review of the literature. A total of 73 articles were identified from key management, international business and internatio na l marketing journals published between 2000 and June 2015. Articles were analysed according to the theory(ies) used, thematic area, methodology, home/host countries studied, and findings. Findings: Despite the great interest around the topic of how the antecedents and outcomes ofEMMs' international entry mode strategies may challenge and amend existing theories, the findings that come out of this research mirror patterns observed in the entry mode literature in general. Whilst traditional perspectives such as internalisation theory and the OLI paradigm remain prevalent, a growing number of studies draw on institutional theory and combine multiple theoretical perspectives. Newer theories developed specifically to study EMMs (e.g., the springboard perspective) are used in only five studies and challenged to differentiate their theoretical underpinnings from extant literature. Overall, the theoretical contribution of EMM studies is simply a change in emphasis from the role of firm-specific factors toward the influence of home country institutions on entry mode strategies. We conclude that the literature has only made tweaks at the edge of theories with no significant changes to extant theorisatio ns.Originality/value: This is the first systematic review of the literature focusing specifically on the international equity-based entry mode strategies of EMMs.

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“…Such an extension will allow us to better understand not only how the emerging dragon multinationals manage their heterogeneous internationalization process, but also how some emerged dragon multinationals manage their established global operations. The current research on dragon multinationals has devoted a lot of attention to the question of how these firms engage in international expansion, researchers have only recently started to investigate how those already emerged or Bgraduated^dragon multinationals manage their established IB operations (Anderson, Sutherland, & Severe, 2015;Nair, Demirbag, & Mellahi, 2015). The most recent BCG's global challengers report (BCG, 2014) provides not only evidence, but also explanation about how a growing number of dragon multinationals have Bgraduated^from being latecomers to become global competitors or even leaders in their respective sectors.…”

Section: Binternationalization Of Latecomer Firms From Emerging Economentioning

confidence: 99%

From LLL to IOL3: Moving dragon multinationals research forward

Taksa

2017

Asia Pac J Manag

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In the past decade, there has been a large number of studies on how firms from the fast developing Asia-Pacific region initiate and manage their international business expansions, leading to an emerging area of research which could be labeled as dragon multinationals research. To illustrate how we can move dragon multinationals research forward, in this editorial we first expand John Mathews' linkage-leveragelearning (LLL) model to an extended framework of inward linkages-outward linkagesleverage-learning (IOL 3 ) framework that aims to help us better analyze what makes dragon multinationals' international expansion unique. We then introduce the papers selected for this Special Issue and highlight their contributions in line with our proposed new analytical framework. Finally, we use the framework to explore opportunities and directions for future research on dragon multinationals.

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Reverse Knowledge Transfer from Overseas Acquisitions: A Survey of Indian MNEs

Cited by 82 publications

References 94 publications

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Guest Editors’ Introduction: People Management and Emerging Market Multinationals

Emerging market multinationals’ international equity-based entry mode strategies

From LLL to IOL3: Moving dragon multinationals research forward

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