Local, regional, or global? Geographic orientation and relative financial performance of emerging market multinational enterprises

被引：28

作者：

Banalieva, Elitsa R. ^{[1
]}

Santoro, Michael D. ^{[2
]}

机构：

[1] Northeastern Univ, Coll Business Adm, Int Business & Strategy Grp, Boston, MA 02115 USA

[2] Lehigh Univ, Coll Business & Econ, Bethlehem, PA 18105 USA

来源：

EUROPEAN MANAGEMENT JOURNAL | 2009年 / 27卷 / 05期

关键词：

Geographic orientations; Regional/global strategies; Performance; Emerging markets; Multinationals; INTERNATIONAL DIVERSIFICATION; FIRM PERFORMANCE; STRATEGY; PRODUCT;

D O I：

10.1016/j.emj.2009.04.001

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

We extend the regional/global strategies literature by analyzing the relative performance of emerging market (EM) multinational enterprises (MNEs) based on their geographic orientation. We develop a framework showing that firms adopt three geographic orientations-local, regional, and global-and test our framework with the market penetration strategies (sales) of 701 MNEs from 28 EMs during 2000-2006. Our analysis shows that distinguishing among these three geographic segments is important, as not all of these geographic segments enhance firms' financial performance relative to their industry: a combination of local and global orientations enhances white regional orientation reduces the relative financial performance of EM MNEs. (C) 2009 Elsevier Ltd. All rights reserved.

引用

页码：344 / 355

页数：12

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