Strategic entry and operational integration of emerging market firms: The case of Cemex, Beko and Tata Steel in the UK

Gül Berna Özcan, Adrian E. Coronado Mondragon and G. Harindranath

Journal of Business Research, 2018, vol. 93, issue C, 242-254

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.

Keywords: Emerging market multinationals; Strategic entry; Operational integration; UK (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (11)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:93:y:2018:i:c:p:242-254

DOI: 10.1016/j.jbusres.2018.02.024

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