Response strategies of local firms to import competition in emerging markets

被引：22

作者：

Elango, B. ^{[1
]}

Pattnaik, Chinmay ^{[2
]}

机构：

[1] Illinois State Univ, Normal, IL 61790 USA

[2] Univ Sydney, Sydney, NSW 2006, Australia

来源：

JOURNAL OF BUSINESS RESEARCH | 2013年 / 66卷 / 12期

关键词：

Response strategies; Import/foreign competition; Emerging markets; Performance and Indian firms; RESOURCE-BASED VIEW; BUSINESS GROUPS; CORPORATE DIVERSIFICATION; MANUFACTURING-INDUSTRIES; PERFORMANCE RELATIONSHIP; FOREIGN COMPETITION; EMPIRICAL-ANALYSIS; GROUP AFFILIATION; ASSET SALES; PROFITABILITY;

D O I：

10.1016/j.jbusres.2013.05.035

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Using a sample of 3808 firms from 1996 to 2007, the impact of three strategic options that can be implemented by local Asian (i.e., Indian) firms facing increased import competition in their domestic market is analyzed. On average, firms with greater investments in intangible resources and tighter product focus do better, while firms with greater international sales perform poorly compared to their peers. However, in industries characterized by high import competition, firms with international operations and product focus tend to have higher performance, while firms with intangible resources perform poorly. (C) 2013 Elsevier Inc. All rights reserved.

引用

页码：2460 / 2465

页数：6

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