An Ambidexterity Perspective Toward Multinational Enterprises from Emerging Economies. / Luo, Yadong; Rui, Huaichuan.

In: Academy of Management Perspective, Vol. 23, No. 4, 11.2009, p. 49-70.

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An Ambidexterity Perspective Toward Multinational Enterprises from Emerging Economies. / Luo, Yadong; Rui, Huaichuan.

In: Academy of Management Perspective, Vol. 23, No. 4, 11.2009, p. 49-70.

Research output: Contribution to journalArticlepeer-review

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Vancouver

Luo Y, Rui H. An Ambidexterity Perspective Toward Multinational Enterprises from Emerging Economies. Academy of Management Perspective. 2009 Nov;23(4):49-70.

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Luo, Yadong ; Rui, Huaichuan. / An Ambidexterity Perspective Toward Multinational Enterprises from Emerging Economies. In: Academy of Management Perspective. 2009 ; Vol. 23, No. 4. pp. 49-70.

BibTeX

@article{19dfba9504eb4bde9da966cf4d364b43,
title = "An Ambidexterity Perspective Toward Multinational Enterprises from Emerging Economies",
abstract = "In this article we present an ambidexterity perspective on the international expansion of emerging economy enterprises, highlighting the unique strategic behavior of emerging market multinational enterprises (EM MNEs). Specifically, we conceptualize ambidexterity as a multidimensional term comprising co-evolution, co-competence, co-opetition, and co-orientation. While all firms need and maintain some degree of ambidexterity, EM MNEs have stronger motives and abilities to build and leverage such ambidexterity to offset their late-mover disadvantages. They behave co-evolutionarily to deal with the external environment they face at home and abroad, leverage their co-competence (transactional and relational) to compete against their global rivals, develop co-opetitive (simultaneous cooperation and competition) ties with their business stakeholders, and maintain co-orientations (leveraging competitive advantages to bolster short-term survival and compensating competitive disadvantages for long-term growth). This article uses several cases from China to detail this view and provides theoretical and practical implications of ambidexterity in the context of global business. It sets a foundation for discussion and examination of the critical domain of multinational enterprises from emerging economies—one that is yet to be widely examined.",
keywords = "Ambidexterity, Multinational Eeterprise, Emerging Market, China, FDI",
author = "Yadong Luo and Huaichuan Rui",
year = "2009",
month = nov,
language = "English",
volume = "23",
pages = "49--70",
journal = "Academy of Management Perspective",
issn = "1558-9080",
publisher = "Academy of Management",
number = "4",

}

RIS

TY - JOUR

T1 - An Ambidexterity Perspective Toward Multinational Enterprises from Emerging Economies

AU - Luo, Yadong

AU - Rui, Huaichuan

PY - 2009/11

Y1 - 2009/11

N2 - In this article we present an ambidexterity perspective on the international expansion of emerging economy enterprises, highlighting the unique strategic behavior of emerging market multinational enterprises (EM MNEs). Specifically, we conceptualize ambidexterity as a multidimensional term comprising co-evolution, co-competence, co-opetition, and co-orientation. While all firms need and maintain some degree of ambidexterity, EM MNEs have stronger motives and abilities to build and leverage such ambidexterity to offset their late-mover disadvantages. They behave co-evolutionarily to deal with the external environment they face at home and abroad, leverage their co-competence (transactional and relational) to compete against their global rivals, develop co-opetitive (simultaneous cooperation and competition) ties with their business stakeholders, and maintain co-orientations (leveraging competitive advantages to bolster short-term survival and compensating competitive disadvantages for long-term growth). This article uses several cases from China to detail this view and provides theoretical and practical implications of ambidexterity in the context of global business. It sets a foundation for discussion and examination of the critical domain of multinational enterprises from emerging economies—one that is yet to be widely examined.

AB - In this article we present an ambidexterity perspective on the international expansion of emerging economy enterprises, highlighting the unique strategic behavior of emerging market multinational enterprises (EM MNEs). Specifically, we conceptualize ambidexterity as a multidimensional term comprising co-evolution, co-competence, co-opetition, and co-orientation. While all firms need and maintain some degree of ambidexterity, EM MNEs have stronger motives and abilities to build and leverage such ambidexterity to offset their late-mover disadvantages. They behave co-evolutionarily to deal with the external environment they face at home and abroad, leverage their co-competence (transactional and relational) to compete against their global rivals, develop co-opetitive (simultaneous cooperation and competition) ties with their business stakeholders, and maintain co-orientations (leveraging competitive advantages to bolster short-term survival and compensating competitive disadvantages for long-term growth). This article uses several cases from China to detail this view and provides theoretical and practical implications of ambidexterity in the context of global business. It sets a foundation for discussion and examination of the critical domain of multinational enterprises from emerging economies—one that is yet to be widely examined.

KW - Ambidexterity, Multinational Eeterprise, Emerging Market, China, FDI

M3 - Article

VL - 23

SP - 49

EP - 70

JO - Academy of Management Perspective

JF - Academy of Management Perspective

SN - 1558-9080

IS - 4

ER -