Strategic alliances in emerging Latin America: a view from Brazilian, Chilean, and Mexican companies

Emerging Market MNEs: Qualitative Review and Theoretical Directions

“…Our review also shows a growing scholarly attention to EM MNEs investing and competing in developed markets. On the topic of entry strategy these studies analyzed entry modes including M&A (e.g., Gubbi et al, 2010), joint ventures and wholly owned subsidiaries (e.g., Chen et al, 2002;Cui and Jiang, 2009), strategic alliance (e.g., Kotabe et al, 2000), and sequential entry strategies (Cuervo-Cazurra, 2007). Scholars identified several key factors that affect entry mode of EM MNEs, including home and host country institutional characteristics (Ang and Michailova, 2008), the nature of competition and imitation in home country industry (Deng, 2009;Li and Yao, 2010), and strategic intention or cognition about internationalization (Fabian et al, 2009).…”

“…The result shows that complementarity of both buyer and seller motivates them to do so. Kotabe et al (2000) JWB Latin America Focus on strategic objectives of Latin American companies, partnership structures, and their satisfaction in collaborating with companies from developed countries as well as motive to go global. Kumar et al (2012) MIR India High product diversification has an adverse effect on the international expansion of EM business group, and that international orientation and group resources positively moderate this relationship.…”

International Expansion of Colombian Firms: Understanding their emergence in foreign markets

“…This is consistent with Ramsey et al (2010), who stated that the propensity of multilatinas to succeed in their internationalization processes is associated with business models that include inter-firm collaboration via strategic alliances with companies already established in the host country, and with initiating outsourcing of production. Kotabe et al (2000) indicate that in the case of Latin American companies, the most important motivation for a domestic company to have partnerships and collaborations with foreign companies is the possibility of having access to supplier connections and technology, followed by access to marketing expertise, the partner's financial resources (capital and credit line), direct access to foreign markets, and risk and cost reductions. This could also be explained by the business network theory (Johanson and Vahlne, 2009) in which companies forge business relationships with local businesses aiming to gain knowledge and connections to overcome the liability of foreignness in the host country.…”

Advantages and pitfalls of South Africa-Angola strategic alliances

“…However, most of the international management research originates in the USA and Europe (Lau, 2002: 171;Tsui, 2004: 492), while the majority of research on international strategic alliances tends to focus on, or originate in the US, Europe, and Asia (Narula & Hagedoorn, 1999: 286-287;Bleeke & Ernst, 1995: 98;Kauser & Shaw, 2004: 27;Nielsen, 2007: 347;Kotabe et al, 2000). From a South African point of view very little research is done on international strategic alliances, with research on strategic alliances either focused on alliances between South African enterprises (Ahwireng-Obeng & Egunjobi, 2001: 44), general strategic alliance issues not specific to South Africa (Klein & Dev, 1997) or on South Africa-US joint ventures (Akande & Banai, 2009).…”