Strategies of International Companies In Emerging Markets:
Impact of Globalization and Experience of Localization
Abstract
Strategies of international companies in emerging markets are subject to close attention of researchers. Nevertheless, it is hardly possible to claim that a coherent approach exists. We have chosen case study method at the current stage devoted to accumulation of information. This paper presents several cases of strategies of IBM (China, Russia), Lenovo (transformation of a local company into a global player), and Valio (operations in Russia; tensions in globalization process) in emerging markets. First, we present success stories of globalization utilization. Second, we show twisted path of globalization, which cause companies to invest in production localization using the latter as a hedging tool. Third, we discuss the dependence of international investment on local mentality, i.e. entrepreneurial orientation.
Keywords:
strategies of international companies, globalization, emerging markets, case studies, Russia, USA, China, Finland
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Articles of the Russian Management Journal are open access distributed under the terms of the License Agreement with Saint Petersburg State University, which permits to the authors unrestricted distribution and self-archiving free of charge.