Abstract
The past two decades have witnessed the significant growth of emerging markets and the rise of emerging market multinational enterprises (EMNEs) (Luo and Tung 2007) [...]
Highlights
emerging market multinational enterprises (EMNEs) have different foreign direct investment (FDI) intentions and strategic objectives compared to developed economy multinational enterprises (DMNEs) (Luo and Tung 2018), less is known about how EMNEs cope with external risks in a volatile global environment
By observing the experience of Daikin and Renault in the Indian context, this paper has explored the value creation strategy options for EMNEs to successfully create integrated customer value in products and services in emerging markets
As EMNEs have higher risk tolerance compared to DMNEs, they may adopt different entry strategies in host countries even during a volatile global environment
Summary
EMNEs have different foreign direct investment (FDI) intentions and strategic objectives compared to developed economy multinational enterprises (DMNEs) (Luo and Tung 2018), less is known about how EMNEs cope with external risks in a volatile global environment. Multinational Enterprises: A Multiple Case Study Approach) discusses how EMNEs manage expatriates when conducting business through outward FDI in a volatile global environment.
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