Published by:
IESE Business School
Abstract
The proliferation of multinational companies from emerging countries has taken observers, policy makers and scholars by surprise. The authors’ research on these up-and-coming MNCs reveals several crucial features that distinguish them from their developed country counterparts, namely related to their speed of internationalization, competitive (dis)advantages, political capabilities, expansion path, preferred entry mode and organizational adaptability. Exploring these factors reveals some of the advantages they enjoy, and how they have at times subverted conventional theories of growth. Managers of traditional, established MNCs can learn from their example by adopting more network-based structures and innovative organizational forms. They also have to think about sources of competitive strength other than technology and brands, especially in the areas of execution and political skills – because the new breed of MNC is fast reshaping global competition.
Spanish language
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Abstract
The proliferation of multinational companies from emerging countries has taken observers, policy makers and scholars by surprise. The authors’ research on these up-and-coming MNCs reveals several crucial features that distinguish them from their developed country counterparts, namely related to their speed of internationalization, competitive (dis)advantages, political capabilities, expansion path, preferred entry mode and organizational adaptability. Exploring these factors reveals some of the advantages they enjoy, and how they have at times subverted conventional theories of growth. Managers of traditional, established MNCs can learn from their example by adopting more network-based structures and innovative organizational forms. They also have to think about sources of competitive strength other than technology and brands, especially in the areas of execution and political skills – because the new breed of MNC is fast reshaping global competition.