The purpose of the thesis is to present selected business strategies and link them with the ability of Emerging Market Multinational Enterprises (EMNEs) to build and strengthen competitive advantages. Further to that uses the thesis empirical case studies of Tata Motors from India and Lenovo from China to analyse their performance and competitive advantages.
The results of the thesis reveal that EMNEs employ competitive advantages which underpin their expansion abroad. These advantages are mainly built by finding innovative opportunities to leverage country specific advantages. In addition, competitive advantages are obtained by accessing new knowledge in advanced markets through cross-border acquisitions. The case studies reveal, that EMNEs acquire abroad to access knowledge such as brand reputation and technologies. As a result, the international value chain structure needs to be configured.
A meaningful phenomenon of global competitiveness is the increasing amount of Emerging Market Multinational Enterprises (EMNEs) that have succeeded in the con- straining institutional home markets and are now participating globally due to foreign direct investments. However, despite the increase in academic research explaining the internationalization of EMNEs, little research has been carried out to analyse the success of EMNEs.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- Context and Problem
- Current State of Research
- Methodology
- Structure of the thesis
- Theoretical framework
- Characteristics of Emerging Market Multinationals
- Reasons for the Internationalisation of EMNES
- Selected Theories on Identifying Competitive Advantages
- Mintzberg's SWOT Analysis
- Rugman's FSA / CSA Matrix
- The Market-Based-View in Extension of Porter's Five Forces
- Linking the Resource-Based-View with the VRIO Framework
- Empirical Cases of Tata Motors and Lenovo
- Tata Motors
- Business Strategy and Acquisitions
- Performance Analysis
- Results of the Tata Motors Case
- Lenovo Group
- Business Strategy and Acquisitions
- Performance Analysis
- Results of the Lenovo Case
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This thesis investigates the competitive advantages of Emerging Market Multinational Enterprises (EMNEs) and their role in global competitiveness. The study aims to identify and analyze the business strategies employed by EMNEs to build and strengthen their competitive advantages, ultimately leading to successful internationalization.
- Characteristics and internationalization drivers of EMNEs
- Theoretical frameworks for identifying competitive advantages
- Case studies of Tata Motors and Lenovo, exploring their business strategies and performance
- Analysis of competitive advantages employed by EMNEs, particularly focusing on leveraging country-specific advantages and accessing new knowledge through acquisitions
- Implications for international value chain configuration and future research on EMNEs
Zusammenfassung der Kapitel (Chapter Summaries)
The thesis begins by introducing the context and problem of increasing EMNEs' global competitiveness. It then explores the current state of research on EMNEs' internationalization and outlines the methodology and structure of the study. The second chapter lays out the theoretical framework, focusing on the characteristics of EMNEs, reasons for their internationalization, and relevant theories for identifying competitive advantages. The third chapter presents the empirical case studies of Tata Motors and Lenovo, detailing their business strategies, acquisitions, performance analysis, and key findings.
Schlüsselwörter (Keywords)
Emerging Market Multinational Enterprises (EMNEs), competitive advantage, business strategy, internationalization, country-specific advantages, knowledge acquisition, cross-border acquisitions, international value chain configuration, Tata Motors, Lenovo.
- Arbeit zitieren
- Jonas Dubiel (Autor:in), 2017, How do multinational companies from emerging markets gain competitive advantages in global markets?, München, GRIN Verlag, https://www.grin.com/document/541366
