Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-8448b6f56d-t5pn6 Total loading time: 0 Render date: 2024-04-23T16:14:48.874Z Has data issue: false hasContentIssue false

1 - MultiMexicans

An Introduction

Published online by Cambridge University Press:  03 December 2018

By
Alvaro Cuervo-Cazurra
Edited by
Alvaro Cuervo-Cazurra  and
Miguel A. Montoya
Alvaro Cuervo-Cazurra
Affiliation:
Northeastern University, Boston
Miguel A. Montoya
Affiliation:
Tecnologico de Monterrey, Guadalajara
Get access

Summary

A summary is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Mexican Multinationals
Building Multinationals in Emerging Markets
 , pp. 1 - 28
Publisher: Cambridge University Press
Print publication year: 2018

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Alon, I., Fetscherin, M. & Gugler, P. 2012. Chinese International Investments. New York, NY: Palgrave Macmillan.Google Scholar
AmericaEconomia. 2016. Las 500 mayores empresas de America Latina (The 500 largest firms from Latin America). AmericaEconomia, https://500.americaeconomia.com/Google Scholar
Anderson, E. & Gatignon, H. 1986. Modes of foreign entry: a transaction cost analysis and propositions. Journal of International Business Studies, 17: 1–26.CrossRefGoogle Scholar
Aulakh, P. S. 2007. Emerging multinationals from developing economies: Motivations, paths and performance. Journal of International Management, 13: 235–240.CrossRefGoogle Scholar
Backaler, J. 2014. China Goes West: Everything You Need to Know About Chinese Companies Going Global. New York, NY: Palgrave Macmillan.CrossRefGoogle Scholar
Barnard, H. 2014. Migrating EMNCs and the theory of the multinational, in Cuervo-Cazurra, A. & Ramamurti, R. (Eds.), Understanding Multinationals from Emerging Markets. Cambridge: Cambridge University Press.Google Scholar
Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17: 99–120.CrossRefGoogle Scholar
BCG. 2006. The New Global Challengers: How 100 Top Companies from Rapidly Developing Economies Are Changing the World. Boston, MA: Boston Consulting Group.Google Scholar
BCG. 2009. The 2009 BCG 100, New Global Challengers: How Companies from Rapidly Developing Economies Are Contending for Global Leadership. Boston, MA: Boston Consulting Group.Google Scholar
BCG. 2011. BCG Global Challengers: Companies on the Move: Rising Stars from Rapidly Developing Economies are Reshaping Global Industries. Boston, MA: Boston Consulting Group.Google Scholar
BCG. 2013. Introducing the 2013 BCG Global Challengers. Boston, MA: Boston Consulting Group.Google Scholar
Buckley, P. & Casson, M. 1976. The Future of the Multinational Enterprise. London: Macmillan.CrossRefGoogle Scholar
Casanova, L. 2009. Global Latinas: Latin America’s Emerging Multinationals. Fontainebleau, France: INSEAD Business Press.CrossRefGoogle Scholar
Cavusgil, S. T. 1980. On the internationalization process of firms. European Research, 8: 273–281.Google Scholar
Chattopadhyay, A., Batra, R. & Ozsomer, A. 2012. The New Emerging Market Multinationals: Four Strategies for Disrupting Markets and Building Brands. New York, NY: McGraw Hill.Google Scholar
Cuervo-Cazurra, A. 2011. Selecting the country in which to start internationalization: The non-sequential internationalization argument. Journal of World Business, 46: 426–437.Google Scholar
Cuervo-Cazurra, A. 2011. Internationalization process, in Kellermanns, F. & Mazzola, P. (Eds.), Handbook of Strategy Process Research. Northampton, MA: Edward Elgar, pp. 432–451.Google Scholar
Cuervo-Cazurra, A. 2012. How the analysis of developing country multinational companies helps advance theory: Solving the Goldilocks debate. Global Strategy Journal, 2: 153–167.CrossRefGoogle Scholar
Cuervo-Cazurra, A. & Ramamurti, R. 2014. Understanding Multinationals from Emerging Markets. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Cuervo-Cazurra, A. & Genc, M. 2008. Transforming disadvantages into advantages: Developing country MNEs in the least developed countries. Journal of International Business Studies, 39(6): 957–979.Google Scholar
Cyert, R. M. & March, J. G. 1963. A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Czinkota, M. R. 1982. Export Development Strategies: US Promotion Policies. New York, NY: Praeger.Google Scholar
Dunning, J. 1977. Trade, location of economic activity and the MNE: A search for an eclectic approach, in Ohlin, B., Hesselborn, P. O. & Wijkman, P. M. (Eds.), The International Allocation of Economic Activity. London: Macmillan, pp. 395–418.CrossRefGoogle Scholar
Dunning, J. H. 1981. Explaining the international direct investment position of countries: towards a dynamic and development approach. Weltwirtschaftliches Archiv, 117: 30–64.CrossRefGoogle Scholar
Dunning, J. H. 2009. The key literature on IB activities: 1960–2000, in Rugman, A. M. (Ed.), Oxford Handbook of International Business. Oxford: Oxford University Press.Google Scholar
Economist. 2008. Emerging-market multinationals: The challengers. The Economist. www.economist.com/node/10496684. Accessed February 19, 2013.Google Scholar
Economist. 2010. The emerging markets. The Economist. www.economist.com/node/17493411. Accessed September 10, 2013.Google Scholar
Eden, L. & Dai, L. 2010. Rethinking the O in Dunning’s OLI/Eclectic Paradigm. Multinational Business Review, 18 (2): 13–34.Google Scholar
Fleury, A. & Fleury, M. L. 2011. Brazilian Multinationals: Competences for Internationalization. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Forbes. 2006. The World’s Biggest Public Companies. www.forbes.com/lists/2006/18/Rank_1.html. Accessed May 17, 2016.Google Scholar
Forbes. 2016. The Global 2000. www.forbes.com/global2000/#6b3cfaf1335d. Accessed May 17, 2016.Google Scholar
Forsgren, M. 2002. The concept of learning in the Uppsala Internationalization Process Model: A critical review. International Business Review, 257–277.Google Scholar
Gammeltoft, P., Barnard, H. & Madhok, A. 2010. Emerging multinationals, emerging theory: Macro- and micro-level perspectives. Journal of International Management, 16: 95–101.Google Scholar
García-Canal, E. & Guillén, M. F. 2008. Risk and the strategy of foreign location choice in regulated industries. Strategic Management Journal, 29(10): 1097–1115.Google Scholar
Grosse, R. E. & Mesquita, L. F. 2007. Can Latin American Firms Compete? Oxford: Oxford University Press.CrossRefGoogle Scholar
Guillen, M. & García-Canal, E. 2012. Emerging Markets Rule: Growth Strategies of the New Global Giants. New York, NY: McGraw Hill.Google Scholar
Hennart, J. F. 1982. A Theory of Multinational Enterprise. Ann Arbor, MI: University of Michigan Press.Google Scholar
Hennart, J.-F. 2009a. Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets. Journal of International Business Studies, 40 (9): 1432–1454.CrossRefGoogle Scholar
Hennart, J.-F. 2009b. Theories of the multinational enterprise, in Rugman, A. M. (Ed.), Oxford Handbook of International Business. Oxford: Oxford University Press.Google Scholar
Holburn, G. L. F. & Zelner, B. A. 2010. Political capabilities, policy risk and international investment strategy: Evidence from the global electric power industry. Strategic Management Journal 31: 1290–1315.CrossRefGoogle Scholar
Hoshino, T. 2001. Industrialization and Private Enterprises in Mexico. Chiba, Japan: Institute of Developing Economies, Japan External Trade Organization.Google Scholar
Hymer, S. 1976. The International Operations of National Firms: A Study of Direct Foreign Investment. Cambridge, MA: MIT Press.Google Scholar
Johanson, J. & Vahlne, J. E. 1977. The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8: 23–32.Google Scholar
Johanson, J. & Vahlne, J. E. 2003. Business relationship learning and commitment in the internationalization process. Journal of International Entrepreneurship, 1: 83–101.CrossRefGoogle Scholar
Khanna, T. & Palepu, K. G. 2010. Winning in Emerging Markets: A Road Map for Strategy and Execution. Boston, MA: Harvard University Press.Google Scholar
Knight, G. A. & Cavusgil, S. T. 1996. The Born Global firm: A challenge to traditional internationalization theory, in Cavusgil, S. T. (Ed.), Advances in International Marketing, Vol. 8: 11–26. Greenwich, CT: JAI Press.Google Scholar
Kogut, B. & Zander, U. 1992. Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3: 383–397.CrossRefGoogle Scholar
Laçon, J. P. 2009. Chinese Multinationals. New Jersey: World Scientific.Google Scholar
Lessard, D. R. & Lucea, R. 2009. Mexican multinationals: Insights from CEMEX, in Ramamurti, R. & Singh, J. V. (Eds.), Emerging Multinationals from Emerging Markets. New York, NY: Cambridge University Press.Google Scholar
Luo, Y. & Tung, R. L. 2007. International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38: 481–498.CrossRefGoogle Scholar
Luo, Y. & Wang, S. L. 2012. Foreign direct investment strategies by developing country multinationals: A diagnostic model for home country effects. Global Strategy Journal, 2: 244–261.CrossRefGoogle Scholar
Madhok, A. & Keyhani, M. 2012. Acquisitions as entrepreneurship: asymmetries, opportunities, and the internationalization of multinationals from emerging economies. Global Strategy Journal, 2(1): 26–40.CrossRefGoogle Scholar
Martin, X. 2014. Institutional advantage. Global Strategy Journal, 4(1): 55–69.Google Scholar
Mathews, J. A. 2006. Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23: 5–27.CrossRefGoogle Scholar
Melin, L. 1992. Internationalization as a strategy process. Strategic Management Journal, 13(Winter Special Issue): 99–118.Google Scholar
Meyer, K. E., Estrin, S., Bhaumik, S. K. & Peng, M. W. 2009. Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30(1): 61–80.CrossRefGoogle Scholar
Nonaka, I. 1994. A dynamic theory of organizational knowledge creation. Organization Science, 5(1): 14–37.Google Scholar
O’Neill, J., Wilson, D., Purushothaman, R. & Stupnytska, A. 2005. How Solid are the BRICs? Global Economics Paper No: 134 Goldman Sachs. www.goldmansachs.com/our-thinking/archive/archive-pdfs/how-solid.pdf. Accessed April 18, 2018.Google Scholar
Oviatt, B. M. & McDougall, P. P. 1994. Toward a theory of international new ventures. Journal of International Business Studies, 25: 45–64.CrossRefGoogle Scholar
Panibratov, A. 2012. Russian Multinationals: From Regional Supremacy to Global Lead. London: Routledge.Google Scholar
Peng, M. W., Wang, D. Y. L. & Jiang, Y. 2008. An institution-based view of international business strategy: a focus on emerging economies. Journal of International Business Studies, 39(5): 920–936.Google Scholar
Penrose, E. T. 1959. The Theory of the Growth of the Firm. Oxford: Oxford University Press.Google Scholar
Pradhan, J. P. 2008. Indian Multinationals in the World Economy: Implications for Development. New Delhi: Bookwell Publisher.Google Scholar
Prahalad, C. K. 2005. The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits. Philadelphia, PA: Wharton Business School Press.Google Scholar
Ramamurti, R. 2012. What is really different about emerging market multinationals? Global Strategy Journal, 2: 41–47.CrossRefGoogle Scholar
Ramamurti, R. & Singh, J. V. (Eds.) 2009. Emerging Multinationals in Emerging Markets, Cambridge: Cambridge University Press.Google Scholar
Ramsey, J. & Almeida, A. 2009. The Rise of Brazilian Multinationals: Making the Leap from Regional Heavyweights to True Multinationals. Rio de Janeiro: Elsevier.Google Scholar
Rugman, A. 2010. Do we need a new theory to explain emerging market MNEs? in Sauvant, K. P. (Ed.), Foreign Direct Investments from Emerging Markets: The Challenges Ahead. New York, NY: Palgrave McMillan.Google Scholar
Rugman, A. M. & Verbeke, A. 1992. A note on the transnational solution and the transaction cost theory of multinational strategic management. Journal of International Business Studies, 23: 761–771.CrossRefGoogle Scholar
Santiso, J. 2013. The Decade of the Multilatinas. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Sauvant, K., Pradhan, Jaya P., Chatterjee, A. & Harley, B. 2010. The Rise of Indian Multinationals: Perspectives on Indian Outward Foreign Direct Investment. New York, NY: Palgrave Macmillan.Google Scholar
Teece, D. J. 1986. Transaction cost economics and the multinational enterprise: an assessment. Journal of Economic Behavior and Organization, 7: 21–45.Google Scholar
Vernon, R. 1966. International investment and international trade in the product cycle. Quarterly Journal of Economics, 80: 190–207.CrossRefGoogle Scholar
Williamson, P., Ramamurti, R., Fleury, A. & Fleury, M. T. (Eds.) 2013. The Competitive Advantage of Emerging Market Multinationals. Cambridge: Cambridge University Press.Google Scholar
World Bank. 2017. Worldwide Governance Indicators. http://info.worldbank.org/governance/wgi/#home. Accessed September 13, 2017.Google Scholar
Yeung, A., Xin, K., Pfoertsch, W. & Liu, S. 2011. The Globalization of Chinese Companies: Strategies for Conquering International Markets. New York, NY: John Wiley.Google Scholar
Zaheer, S. 1995. Overcoming the liability of foreignness. Academy of Management Journal, 38(2): 341–363.Google Scholar
Zeng, M. & Williamson, P. 2007. Dragons at Your Door. Cambridge, MA: Harvard Business Press.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×