dc.contributor.author |
Wu, Sihong |
|
dc.contributor.author |
Fan, Di |
|
dc.contributor.author |
Soo, Christine |
|
dc.date.accessioned |
2024-04-07T21:11:32Z |
|
dc.date.available |
2024-04-07T21:11:32Z |
|
dc.date.issued |
2024-01-01 |
|
dc.identifier.citation |
(2024). Management and Organization Review, 1-27. |
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dc.identifier.issn |
1740-8776 |
|
dc.identifier.uri |
https://hdl.handle.net/2292/68031 |
|
dc.description.abstract |
Do it right the first time! But, how? Current dialogue on the expansion of emerging market multinational enterprises (EMNEs) is pervasive. Nonetheless, it ought to have examined strategic attributes and the speed of implementing different strategies for their first venture. Drawing on the springboard perspective, this study tests the impact of EMNEs' first cross-border acquisition (CBA) strategy and speed on their consequential expansion frequency and performance. We also examine the boundary conditions of comparative nationalism between countries, in view of the resurgence of nationalism in an era of deglobalization. Findings reveal that EMNEs' rapid adoption of a focused strategy for their first CBA increases their expansion frequency, while the adoption of a conglomerate strategy decreases it. These relationships are affected in reverse by high comparative nationalism, and the performance consequences of expansion vary with firms using different strategies for their first attempt. This study enriches the EMNE literature and highlights the role of national ideologies in international business research. |
|
dc.language |
en |
|
dc.publisher |
Cambridge University Press (CUP) |
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dc.relation.ispartofseries |
Management and Organization Review |
|
dc.rights |
Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. |
|
dc.rights.uri |
https://researchspace.auckland.ac.nz/docs/uoa-docs/rights.htm |
|
dc.rights.uri |
https://creativecommons.org/licenses/by/4.0/ |
|
dc.subject |
35 Commerce, Management, Tourism and Services |
|
dc.subject |
3507 Strategy, Management and Organisational Behaviour |
|
dc.subject |
Social Sciences |
|
dc.subject |
Management |
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dc.subject |
Business & Economics |
|
dc.subject |
comparative nationalism |
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dc.subject |
conglomerate strategy |
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dc.subject |
emerging market multinationals |
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dc.subject |
expansion frequency |
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dc.subject |
focused strategy |
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dc.subject |
springboard perspective |
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dc.subject |
NATIONAL IDENTITY |
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dc.subject |
CULTURAL DISTANCE |
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dc.subject |
INTERNATIONALIZATION PROCESS |
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dc.subject |
OWNERSHIP STRUCTURE |
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dc.subject |
JAPANESE FIRMS |
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dc.subject |
PERFORMANCE |
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dc.subject |
ENTRY |
|
dc.subject |
DIVERSIFICATION |
|
dc.subject |
PATRIOTISM |
|
dc.subject |
SUCCESS |
|
dc.subject |
1503 Business and Management |
|
dc.subject |
3505 Human resources and industrial relations |
|
dc.title |
Do It Right the First Time? Exploring the First Cross-border Acquisition and Expansion Frequency of Emerging Market Multinationals |
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dc.type |
Journal Article |
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dc.identifier.doi |
10.1017/mor.2023.39 |
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pubs.begin-page |
1 |
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dc.date.updated |
2024-03-12T01:24:38Z |
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dc.rights.holder |
Copyright: The authors |
en |
pubs.end-page |
27 |
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pubs.publication-status |
Published online |
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dc.rights.accessrights |
http://purl.org/eprint/accessRights/OpenAccess |
en |
pubs.subtype |
Article |
|
pubs.subtype |
Early Access |
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pubs.subtype |
Journal |
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pubs.elements-id |
990082 |
|
pubs.org-id |
Business and Economics |
|
pubs.org-id |
Management & Intl Business |
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dc.identifier.eissn |
1740-8784 |
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pubs.record-created-at-source-date |
2024-03-12 |
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pubs.online-publication-date |
2024-02-06 |
|