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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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.

Research output: Contribution to journalArticlepeer-review

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@article{80eca72601ad420f83d42103540cb168,
title = "Strategic entry and operational integration of emerging market firms: The case of Cemex, Beko and Tata Steel in the UK",
abstract = "This paper explores strategic entry and operational integration of emerging market multinational enterprises (EMNEs) in mature markets through an analysis of Mexico{\textquoteright}s Cemex, Turkey{\textquoteright}s Beko and India{\textquoteright}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{\textquoteright} operational ability and internationalisation ambitions. ",
keywords = "Emerging market multinationals, strategic entry, operational integration, UK",
author = "Gul Ozcan and {Coronado Mondragon}, Adrian and G Harindranath",
year = "2018",
month = dec,
doi = "10.1016/j.jbusres.2018.02.024",
language = "English",
volume = "93",
pages = "242--254",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - Strategic entry and operational integration of emerging market firms

T2 - The case of Cemex, Beko and Tata Steel in the UK

AU - Ozcan, Gul

AU - Coronado Mondragon, Adrian

AU - Harindranath, G

PY - 2018/12

Y1 - 2018/12

N2 - 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.

AB - 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.

KW - Emerging market multinationals, strategic entry, operational integration, UK

U2 - 10.1016/j.jbusres.2018.02.024

DO - 10.1016/j.jbusres.2018.02.024

M3 - Article

VL - 93

SP - 242

EP - 254

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

ER -