Abstract
In light of the recent interest in the internationalization of multinationals from emerging countries (EMNCs), we propose an analytical framework that challenges the somewhat condescending way in which these global players have been portrayed. Case studies of Latin American multinationals provide empirical evidence of the way certain resource attributes – availability, transferability and substitutability – are related to the decision to exploit, develop or defend their resources in foreign markets. We find that the internationalization strategies deployed by EMNCs are similar to those of traditional multinationals in many respects. To characterize them as resource 'laggards' is an oversimplification and hinders the development of comprehensive theories of the internationalization of EMNCs.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
