Strategic entry and operational integration of emerging market firms : The case of Cemex, Beko and Tata Steel in the UK. / Ozcan, Gul; Coronado Mondragon, Adrian; Harindranath, G.

In: Journal of Business Research, Vol. 93, 12.2018, p. 242-254.

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Abstract

This paper explores strategic entry and operational integration of emerging market multinational enterprises (EMNEs) in mature markets through an analysis of Mexico’s Cemex, Turkey’s Beko and India’s Tata Steel in the UK. The research points out that the UK entry decision is strategically associated with gaining reputation and prestige to become globally recognised brands for respective firms. Another advantage lies in their will to access high quality product and customer markets. By examining the supply chains and the use of information technology for management and control of operations, we are able to trace both radical adjustments as well as incremental changes in the post entry trajectories of the selected firms. However, the findings show that slow-down in mature economies, sluggish global growth and competition from China put new pressures on EMNEs’ operational ability and internationalisation ambitions.
Original languageEnglish
Pages (from-to)242-254
Number of pages13
JournalJournal of Business Research
Volume93
Early online date26 Feb 2018
DOIs
Publication statusPublished - Dec 2018
This open access research output is licenced under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.

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