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(II.ii) - Value-chain configurations of emerging country multinationals

Published online by Cambridge University Press:  05 April 2013

By
Jagjit Singh Srai
Edited by
Peter J. Williamson ,
Ravi Ramamurti ,
Afonso Fleury  and
Maria Tereza Leme Fleury
Peter J. Williamson
Affiliation:
Judge Business School, Cambridge
Ravi Ramamurti
Affiliation:
Northeastern University, Boston
Afonso Fleury
Affiliation:
University of Sao Paulo
Maria Tereza Leme Fleury
Affiliation:
Fundação Getulio Vargas, São Paulo
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Summary

Introduction

The papers by Fleury et al. (Chapter 5), Katkalo and Medvedev (Chapter 6), Athreye (Chapter 7) and Wang and Shi (Chapter 8) consider aspects of value-chain configuration and subsidiary management of emerging market multinational enterprises (EMNEs), each building on studies from one of the four major ‘BRIC’ countries (Brazil, Russia, India and China).

In this cross-case review, the collective commentaries suggest that, in addition to dimensions widely discussed in the international business (IB) domain, integrating the analysis of industry context and partner network tier-structure and dynamics can provide new insights to the configuration of these value chains, and how these impact their internationalisation evolution paths. The chapters under review consider how the internationalisation of both developed market multinational enterprises (DMNEs) and emerging market multinational enterprises (EMNEs), and the role of their subsidiaries, is impacted by value-chain configuration considerations. It is useful to synthesise these perspectives and suggest whether analysis of value-chain configuration across these studies can suggest more generalisable patterns.

Type
Chapter
Information
The Competitive Advantage of Emerging Market Multinationals , pp. 180 - 188
Publisher: Cambridge University Press
Print publication year: 2013

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