Haier 3 case.pdfVIP

Accelerated internationalization by emerging markets’ multinationals: The case of the white goods sector Federico Bonaglia a,*, Andrea Goldstein a,1, John A. Mathews b,2 a OECD Development Centre, 2 rue Andre? Pascal, 75775 Paris Cedex 16, France b Macquarie Graduate School of Management, Macquarie University, Sydney NSW 2109, Australia /bam/jwb Journal of World Business 42 (2007) 369–383AbstractThe emergence of a ‘‘second wave’’ of developing country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. This paper documents how emerging markets’ MNEs (EM-MNEs) may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three EM-MNEs pursued global growth through accelerated internationalization combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arc?elik (Turkey) emerged as multinationals in the large home appliances (so-called ‘‘white goods’’) industry. The recipe for the success of these firms seems to lie in their ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global, consistent with a pluralistic conceptualization of globalization. # 2007 Elsevier Inc. All rights reserved.What are the ‘‘big questions’’ in international business (IB) research? Buckley (2002) claimed that the research agenda might be running out of steam. He suggested that the IB agenda had moved through three phases in the 20th century, concentrating on new developments observable in the world of international business itself. The initial focus on foreign direct investment (FDI) and its determinants was followed by one on multinational enterprises (MNEs) and their rationale an