In contrast, within EMNEs, headquarters accesses knowledge from R&D subsidiaries in advanced economies for innovation catch-up. An in-depth comparison of knowledge flows reveals that within AMNEs, headquarters often serves the primary source of knowledge for R&D subsidiaries. While the internationalization of AMNEs’ R&D activities can largely be explained in terms of the twin strategies of competence exploitation and competence creation, EMNE R&D internationalization is rooted in the firms’ overall catch up strategy to get on par with industry leaders. We find that these two are fundamentally different processes.
We study EMNE R&D internationalization by comparing it to that by AMNEs in the context of an emerging, knowledge-intensive industry. Research and development (R&D) internationalization is on the rise for advanced economy multinationals (AMNEs) as well as emerging economy multinationals (EMNEs). Por otro lado, los análisis han mostrado que las empresas más internacionalizadas tienen una mayor percepción de los beneficios que se suceden tras la internacionalización: �capacidad para responder rápida y adecuadamente a los clientes internacionales�, �afianzar su posición competitiva�, �diversificación geográfica y menor dependencia del mercado interior�, �efecto de demostración en el país de origen� y �mayor estabilidad en los resultados económicos y financieros Por un lado, los resultados revelan que las empresas con mejor rendimiento en sus operaciones internacionales con respecto a sus operaciones interiores están menos internacionalizadas en cuanto a beneficios, activos, empleados, dispersión geográfica de los mercados y actividades de la cadena de valor que sus equivalentes más internacionalizadas. Conclusions bring new theoretical arguments and provide directions for future research.Įn este documento se analiza la relación entre el rendimiento financiero de las operaciones de una empresa internacional y el grado de su internacionalización en una muestra de 73 empresas brasileñas. These attributes have turned its latecomer status in the global market into a competitive multinational company. Our results may apply to other EMNEs and indicates that the profitable international expansion lies in the company's strong internal innovation efforts, the development of along-term strategic plan toward selected markets, to treat global competition and risks as opportunities to build capacities, and to learn from local partners. Our paper extends the scope of the internationalisation - performance literature bringing insights of a qualitative approach based on an in-depth longitudinal case study, the Brazilian Marcopolo, one of the six major world bus producers.
International business (IB) literature has emphasised quantitative methodologies in performance research. Why and how some emerging market multinationals (EMNEs) are able to handle the complexities of international expansion and achieve a higher performance? We answer this question by providing a nuanced analysis of the perceptions of top executives of a successful Brazilian EMNE.
0 kommentar(er)
