Strategies and structures of MNCs from emerging economies

Storey, John and Nyathi, Nceku (2015). Strategies and structures of MNCs from emerging economies. In: Horwitz, Frank and Budhwar, Pawan eds. Handbook of Human Resource Management in Emerging Markets. Cheltenham: Edward Elgar, pp. 68–95.



Emerging country multi-nationals (EMNCs) such as Acer (Taiwan) Samsung (Korea), Infosys (India), Tata (India), Huawei (China) and Haier (China) have secured a place among the leading corporations in the global economy. They have forged a competitive edge in both product and service innovation. But, while there is an accumulating body of evidence about their modes of market entry, their country-specific and firm-specific advantages, and their reasons for global expansion, far less well understood is how distinctive their approach has been in terms of strategy and structure. To what extent have EMNCs emulated and followed the patterns established by Western MNCs with regard to the way they structure themselves and the way they control their overseas operations? This chapter addresses these questions.

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