Internationalization of Tata Motors: The Case of JLR

Abstract

As a frontrunner among the vigorously internationalizing entities hailing from an emerging economy, Tata Motors as the source of a third of Tata Group’s yearly revenue has an internationalization strategy with a range of unique features, with respect to industry, market and global financial realities. In this paper, we looked into those realities with those features in them along with a range of internationalization theories, aiming at conducting a systematic review of Tata Motors’ major internationalization moves with a particular focus on the 2008 acquisition of the British Jaguar Land Rover. Theories are enforced to do a background check on Tata Motors’ international entry modes for the JLR takeover, followed by a general investigation of its capability creation and group embeddedness advantage. In light of details drawn out, Uppsala model is taken as a basis to evaluate Tata Motors’ internationalization steps. Each theoretical evaluation is followed by notes about their limitations faced while applying them to the real Tata Motors chain of events.