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.
Table of Content
Abstract
Table of Content
List of Tables
List of Figures
List of Abbreviations
1. Introducti
1.1. Context and Problem
1.2. Current State of Research
1.3. Methodology
1.4. Structure of the thesis
2. Theoretical framework
2.1. Characteristics of Emerging Market Multinationals
2.2. Reasons for the Internationalisation of EMNEs
2.3. Selected Theories on Identifying Competitive Advantages
2.3.1. Mintzberg’s SWOT Analysis
2.3.2. Rugman’s FSA / CSA Matrix
2.3.3. The Market-Based-View in Extension of Porter’s Five Forces
2.3.4. Linking the Resource-Based-View with the VRIO Framework
3. Empirical Cases of Tata Motors and Leno
3.1. Tata Motors
3.1.1. Business Strategy and Acquisitions
3.1.2. Performance Analysis
3.1.3. Results of the Tata Motors Case
3.2. Lenovo Group
3.2.1. Business Strategy and Acquisitions
3.2.2. Performance Analysis
3.2.3. Results of the Lenovo Case
4. Conclusio
4.1. Summary
4.2. Managerial Implications
4.2.1. Innovation
4.2.2. International Value Chain Configuration
4.2.3. Offshore M&A
4.3. Theoretical Implications for further Research
4.4. Limitations
Bibliography
Appendix
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