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Charting New Courses To Enter Foreign Markets: Conceptualization, Theoretical Framework, And Research Directions On Non-Traditional Entry Modes, Keith D. Brouthers, Liang Chen, Sali Li, Noman Shaheer
Charting New Courses To Enter Foreign Markets: Conceptualization, Theoretical Framework, And Research Directions On Non-Traditional Entry Modes, Keith D. Brouthers, Liang Chen, Sali Li, Noman Shaheer
Research Collection Lee Kong Chian School Of Business
Recent advances in digitalization and increasing integration of international markets are paving the way for a new generation of firms to use non-traditional entry modes that are largely marginalized in previous entry mode studies. While extant research revolves around the level of resource commitment and control in foreign activities, non-traditional modes are encapsulated by the extent of embeddedness required for exploring new and/or exploiting existing resources. In particular, we draw attention to four such categories of non-traditional entry modes the literature has touched on, i.e., capital access, innovation outposts, virtual presence, and the managed ecosystem. We explore the key attributes, …
Market Orientation, Embeddedness And The Autonomy And Performance Of Multinational Subsidiaries In An Emerging Economy, Xiaoying Li, Xiaming Liu, Howard Thomas
Market Orientation, Embeddedness And The Autonomy And Performance Of Multinational Subsidiaries In An Emerging Economy, Xiaoying Li, Xiaming Liu, Howard Thomas
Research Collection Lee Kong Chian School Of Business
This paper develops a conceptual framework for market orientation, embeddedness, autonomy and performance of multinational subsidiaries in an emerging economy. We argue that internal and external embeddedness has different performance implications for export- and local market-oriented multinational subsidiaries. Our results, based on a sample of 233 multinational subsidiaries from China, indicate that while external embeddedness has a positive impact on specialized resources of both types of subsidiary, such resources only positively affect the performance of local market-oriented subsidiaries. By contrast, internal embeddedness has a negative impact on specialized resources of both types of subsidiary. Managerial and policy implications are discussed.