THE INTERNATIONALIZATION OF CHINESE MULTINATIONALS IN THE MIDDLE EAST AND AFRICA: THE CASE OF HAIER

Amine Bouyoucef and Sulin Chung

Review of Business and Finance Studies, 2015, vol. 6, issue 2, 59-74

Abstract: This article investigates the internationalization strategy of the Chinese firm Haier in Africa and the Middle East and addresses strategic implications in Haier’s successful entry strategies in these difficult regions. It also draws some useful lessons for the industry incumbents willing to enter these markets. A case study approach of Haier in Africa and the Middle East with an emphasize on the Algerian market is used to shed more light on the striking internationalization patterns of the firm’s entry strategy in these developing regions of the globe. The results of this study suggest that, despite the hardship associated with doing business in Africa and the Middle East, Haier unlike its incumbent peers from developed nations and given its international entrepreneurship mindset, political and market acquaintances with these developing nations, seems to follow (1) an accelerated and early internationalization, (2) a dual-entry mode − entry simultaneously in developed and developing countries − and (3) an increased commitment and localization toward these markets.

Keywords: Internationalization; Haier; China; Africa; The Middle East; Algeria; Emerging Markets MNEs (search for similar items in EconPapers)
JEL-codes: M16 (search for similar items in EconPapers)
Date: 2015
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