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International strategies of emerging market multinationals: A dynamic capabilities perspective

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  • Deng, Ping
  • Liu, Yang
  • Gallagher, Vickie Coleman
  • Wu, Xiaojie

Abstract

This paper focuses on the importance of dynamic capabilities in shaping the nature of international strategies of emerging market multinationals from mid-range economies. We argue that dynamic capabilities theory provides an insightful approach to understanding the internationalization of emerging market multinationals and their strategic choices. Drawing on dynamic capability theory and unpacking dynamic capabilities into four distinct but related dimensions or facets, we develop a typology of three internationalization strategies available to emerging market multinationals in their international expansion: sequential international ambidexterity (from exploitation to exploration, and vice versa) and structural international ambidexterity (simultaneous exploration and exploitation). Success factors associated with each of the ambidextrous internationalization strategies are also considered. We conclude with a discussion of the implications of the dynamic capabilities framework for theoretical implications and fruitful areas for future research endeavors.

Suggested Citation

  • Deng, Ping & Liu, Yang & Gallagher, Vickie Coleman & Wu, Xiaojie, 2020. "International strategies of emerging market multinationals: A dynamic capabilities perspective," Journal of Management & Organization, Cambridge University Press, vol. 26(4), pages 408-425, July.
    • Handle: RePEc:cup:jomorg:v:26:y:2020:i:4:p:408-425_3
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    Cited by:

    1. Nooshabadi, Javad E. & Mockaitis, Audra I. & Chugh, Richa, 2024. "Chief executive officer’s dark triad personality and firm's degree of internationalization: The mediating role of ambidexterity," International Business Review, Elsevier, vol. 33(4).
    2. Liu, Yang & Deng, Ping & Wei, Jiang & Ying, Ying & Wu, Bing, 2021. "How to gain from international R&D alliances? A mutual dependence logic," Journal of Business Research, Elsevier, vol. 135(C), pages 800-815.
    3. Lee, Eun Su & Liu, Wei & Yang, Jing Yu, 2023. "Neither developed nor emerging: Dual paths for outward FDI and home country innovation in emerged market MNCs," International Business Review, Elsevier, vol. 32(2).
    4. Purkayastha, Anish & Karna, Amit & Sharma, Sunil & Bhadra, Dhiman, 2024. "Role of resource investment management and strategic resource deployment capabilities in internationalization-performance relationship," Journal of International Management, Elsevier, vol. 30(2).
    5. Shaker A. Zahra & Olga Petricevic & Yadong Luo, 2022. "Toward an action-based view of dynamic capabilities for international business," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 53(4), pages 583-600, June.
    6. Norwan Ahmad & Ng Siew Imm & Yuhanis Abdul Aziz & Norazlyn Kamal Basha, 2020. "Why Not Knowledge-Based HRM? Its Direct and Indirect Effect on Innovative Service Offerings," SAGE Open, , vol. 10(4), pages 21582440209, December.
    7. Chabowski, Brian R. & Samiee, Saeed, 2023. "A bibliometric examination of the literature on emerging market MNEs as the basis for future research," Journal of Business Research, Elsevier, vol. 155(PB).
    8. Maria Gil-Marques & Maria D. Moreno-Luzon, 2020. "Building Sustainable Contextual Ambidexterity through Routines: A Case Study from Information Technology Firms," Sustainability, MDPI, vol. 12(24), pages 1-19, December.
    9. Liu, Yang & Ying, Zhenzhou & Ying, Ying & Wang, Ding & Chen, Jin, 2024. "Artificial intelligence orientation and internationalization speed: A knowledge management perspective," Technological Forecasting and Social Change, Elsevier, vol. 205(C).

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