Liability of Emergingness of Emerging Market Multinationals in Developed Markets: A Conceptual Approach

  • Katrin Held
  • Nicola Berg

Abstract

In foreign markets, multinational enterprises (MNEs) need to manage in host countries applying the given rules of the game (North, 1990). While some foreign companies successfully manage a new institutional environment, others are not able to gain legitimacy and have difficulties in overcoming their liability of foreignness (LOF). LOF can arise from different sources, such as geographic distance between home and host countries, the foreign company’s unfamiliarity with the host-country specifics or unfavorable treatments of host-country nationals (Hymer, 1976; Zaheer, 1995). It weakens a company’s competitive advantage in foreign markets and consequently needs to be mitigated (Luo and Mezias, 2002; Luo, Shenkar and Nyaw, 2002; Suchman, 1995).

Keywords

Host Country State Ownership Foreign Company International Management Develop Market 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Alkire, T. D. and Avey, J. B. (2013). Psychological capital and the intent to pursue employment with developed and emerging market multinational corporations. Human Resource Development International, 16(1): 40–55.CrossRefGoogle Scholar
  2. Aybar, B. and Thirunavukkarasu, A. (2005). Emerging market multinationals: An analysis of performance and risk characteristics. Journal of Asia-Pacific Business, 6(2): 5–39.CrossRefGoogle Scholar
  3. Backhaus, K. B. and Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5): 501–517.CrossRefGoogle Scholar
  4. Balabanis, G., Diamantopoulos, A., Mueller, R. D. and Melewar, T. C. (2001). The impact of nationalism, patriotism and internationalism on consumer ethnocentric tendencies. Journal of International Business Studies, 32(1): 157–175.CrossRefGoogle Scholar
  5. Banalieva, E. R. and Sarathy, R. (2010). The impact of regional trade agreements on the global orientation of emerging market multinationals. Management International Review, 50(6): 797–826.CrossRefGoogle Scholar
  6. Bangara, A., Freeman, S. and Schroder, W. (2012). Legitimacy and accelerated internationalisation: An Indian perspective. Journal of World Business, 47(4): 623–634.CrossRefGoogle Scholar
  7. Barnard, H. (2010). Overcoming the liability of foreignness without strong firm capabilities — the value of market-based resources. Journal of International Management, 16(2): 165–176.CrossRefGoogle Scholar
  8. Ben-Zeev, T., Fein, S. and Inzlicht, M. (2005). Arousal and stereotype threat. Journal of Experimental Social Psychology, 41(2): 174–181.CrossRefGoogle Scholar
  9. Berning, S. C. and Holtbrügge, D. (2012). Chinese outward foreign direct investment — a challenge for traditional internationalization theories? Journal für Betriebswirtschaft, 62(3–4): 169–224.CrossRefGoogle Scholar
  10. Berthon, P., Ewing, M. and Hah, L. L. (2005). Captivating company: Dimensions of attractiveness in employer branding. International Journal of Advertising, 24(2): 151–172.Google Scholar
  11. Brannen, M. Y. (2004). When Mickey loses face: Recontextualization, semantic fit, and the semiotics of foreignness. The Academy of Management Review, 29(4): 593.Google Scholar
  12. Brouthers, L. E., Donnell, E. O. and Hadjimarcou, J. (2005). Generic product strategies for emerging market exports into triad nation markets: A mimetic isomorphism approach. Journal of Management Studies, 42(1): 225–245.CrossRefGoogle Scholar
  13. Buckley, P. J., Clegg, L. J., Cross, A. R., Liu, X., Voss, H. and Zheng, P. (2007). The determinants of Chinese outward foreign direct investment. Journal of International Business Studies, 38(4): 499–518.CrossRefGoogle Scholar
  14. Calhoun, M. (2002). Unpacking liability of foreignness: Identifying culturally driven external and internal sources of liability for the foreign subsidiary. Journal of International Management, 8(3): 301–321.CrossRefGoogle Scholar
  15. Cayla, J. and Eckhardt, G. M. (2007). Asian brands without borders: Regional opportunities and challenges. International Marketing Review, 24(4): 444–456.CrossRefGoogle Scholar
  16. Chang, Y. Y., Mellahi, K. and Wilkinson, A. (2009). Control of subsidiaries of MNCs from emerging economies in developed countries: The case of Taiwanese MNCs in the UK. The International Journal of Human Resource Management, 20(1): 75–95.CrossRefGoogle Scholar
  17. Chen, H., Griffith, D. A. and Hu, M. Y. (2006). The influence of liability of foreignness on market entry strategies: An illustration of market entry in China. International Marketing Review, 23(6): 636–649.CrossRefGoogle Scholar
  18. Child, J. and Rodrigues, S. B. (2005). The internationalization of Chinese firms: A case for theoretical extension? Management and Organization Review, 1(3): 381–410.CrossRefGoogle Scholar
  19. Chittoor, R. and Ray, S. (2007). Internationalization paths of Indian pharmaceutical firms — A strategic group analysis. Journal of International Management, 13(3): 338–355.CrossRefGoogle Scholar
  20. Clarkson, M. B. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. The Academy of Management Review, 20(1): 92–117.Google Scholar
  21. Cuervo-Cazurra, A. and Genc, M. (2008). Transforming disadvantages into advantages: Developing-country MNEs in the least developed countries. Journal of International Business Studies, 39(6): 957–979.CrossRefGoogle Scholar
  22. Cui, L. and Jiang, F. (2012). State ownership effect on firms’ FDI ownership decisions under institutional pressure: A study of Chinese outward-investing firms. Journal of International Business Studies, 43(3): 264–284.CrossRefGoogle Scholar
  23. Delios, A. and Beamish, P. W. (2001). Survival and profitability: The roles of experience and intangible assets in foreign subsidiary performance. Academy of Management Journal, 44(5): 1028–1038.CrossRefGoogle Scholar
  24. Demirbag, M., Sahadev, S. and Mellahi, K. (2010). Country image and consumer preference for emerging economy products: The moderating role of consumer materialism. International Marketing Review, 27(2): 164–178.Google Scholar
  25. Denk, N., Kaufmann, L. and Roesch, J.-F. (2012). Liabilities of foreignness revisited: A review of contemporary studies and recommendations for future research. Journal of International Management, 18(4): 322–334.CrossRefGoogle Scholar
  26. DiMaggio, P. J. and Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2): 147–160.CrossRefGoogle Scholar
  27. Dunning, J. H., Kim, C. and Park, D. (2008). Old wine in new bottles: A comparison of emerging market TNCs today and developed country TNCs thirty years ago, SLPTMD Working Paper Series 11, Department of International Economics, Oxford: University of Oxford.Google Scholar
  28. Eden, L. and Miller, S. R. (2004). Distance matters: Liability of foreignness, institutional distance and ownership strategy. Advances in International Management, 16: 187–221.CrossRefGoogle Scholar
  29. Elango, B. (2009). Minimizing effects of “liability of foreignness”: Response strategies of foreign firms in the United States. Journal of World Business, 44(1): 51–62.CrossRefGoogle Scholar
  30. Elango, B. and Pattnaik, C. (2007). Building capabilities for international operations through networks: A study of Indian firms. Journal of International Business Studies, 38(4): 541–555.CrossRefGoogle Scholar
  31. Enderwick, P. (2009). Large emerging markets (LEMs) and international strategy. International Marketing Review, 26(1): 7–16.CrossRefGoogle Scholar
  32. Estrin, S., Baghdasaryan, D. and Meyer, K. E. (2009). The impact of institutional and human resource distance on international entry strategies. Journal of Management Studies, 46(7): 1171–1196.CrossRefGoogle Scholar
  33. Ferner, A., Almond, P. and Colling, T. (2005). Institutional theory and the cross-national transfer of employment policy: The case of workforce diversity in US multinationals. Journal of International Business Studies, 36(3): 304–321.CrossRefGoogle Scholar
  34. Fombrun, C. and Shanley, M. (1990). What’s in a name? Reputation building and corporate strategy. Academy of Management Journal, 33(2): 233–258.CrossRefGoogle Scholar
  35. Fortune. (2013). Fortune Global 500 List. CNN Money. Retrieved from http://money.cnn.com/magazines/fortune/global500/2013/full_list/. Accessed on 16 February 2014.
  36. Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Marshfield: Pitman.Google Scholar
  37. Galbraith, A. (2012). China’s Sany vows no lay offs in Germany. Wall Street Journal. Retrieved from http://online.wsj.com/article/BT-CO-20120201-708285.html#, Accessed on 18 February 2014.
  38. Gaur, A. and Lu, J. W. (2007). Ownership strategies and survival of foreign subsidiaries: Impacts of institutional distance and experience. Journal of Management, 33(1): 84–110.CrossRefGoogle Scholar
  39. Gaur, A. S., Delios, A. and Singh, K. (2007). Institutional environments, staffing strategies, and subsidiary performance. Journal of Management, 33(4): 611–636.CrossRefGoogle Scholar
  40. Geringer, J. M. and Beamish, P. W. (1989). Diversification strategy and internationalization: Implications for MNE performance. Strategic Management Journal, 10(2): 109–119.CrossRefGoogle Scholar
  41. Globerman, S. and Shapiro, D. (2008). Economic and strategic considerations surrounding Chinese FDI in the United States. Asia Pacific Journal of Management, 26(1): 163–183.CrossRefGoogle Scholar
  42. Goldstein, A. (2009). Multinational companies from emerging economies: Composition, conceptualization and direction in the global economy. The Indian Journal of Industrial Relations, 45(1): 137–148.Google Scholar
  43. Goodall, K. and Roberts, J. (2003). Only connect: Teamwork in the multinational. Journal of World Business, 38(2): 150–164.CrossRefGoogle Scholar
  44. Greenwald, A. G. and Banaji, M. (1995). Implicit social cognition: Attitudes, self-esteem, and stereotypes. Psychological Review, 102(1): 4–27.CrossRefGoogle Scholar
  45. Guillén, M. F. and Garc Canal, E. (2009). The American model of the multinational firm and the “new” multinationals from emerging economies. Academy of Management Perspectives, 23(2): 23–36.CrossRefGoogle Scholar
  46. Guillén, M. F. and Garc Canal, E. (2011). The rise of emerging market multinationals. IESE Insight, Third Quarter, (10): 13–19.CrossRefGoogle Scholar
  47. Han, C. M. (1989). Country image: Halo or summary construct? Journal of Marketing Research, 26(2): 222–229.CrossRefGoogle Scholar
  48. Hennart, J.-F. (2012). Emerging market multinationals and the theory of the multinational enterprise. Global Strategy Journal, 2(3): 168–187.CrossRefGoogle Scholar
  49. Hennart, J.-F., Roehl, T. and Zeng, M. (2002). Do exits proxy a liability of foreignness? The case of Japanese exits from the US. Journal of International Management, 8(3): 241–264.CrossRefGoogle Scholar
  50. Hitt, M. A., Levitas, E., Arregle, J.-L. and Borza, A. (2000). Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectives. Academy of Management Journal, 43(3): 449–467.CrossRefGoogle Scholar
  51. Holtbrügge, D. and Kreppel, H. (2012). Determinants of outward foreign direct investment from BRIC countries: An explorative study. International Journal of Emerging Markets, 7(1): 4–30.CrossRefGoogle Scholar
  52. Hoskisson, R. E., Eden, L., Chung Ming, L. and Wright, M. (2000). Strategy in emerging economies. Academy of Management Journal, 43(3): 249–267.CrossRefGoogle Scholar
  53. Hymer, S. (1976). The International Operations of National Firms: A Study of Direct Foreign Investment. Cambridge: MIT Press.Google Scholar
  54. Johanson, J. and Vahlne, J. (1977). The internationalization process of the firm — a model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1): 23–32.CrossRefGoogle Scholar
  55. Johansson, J. K., Ronkainen, I. A. and Czinkota, M. R. (1994). Negative country-of-origin effects: The case of New Russia. Journal of International Business Studies, 25(1): 157–176.CrossRefGoogle Scholar
  56. Kedia, B., Gaffney, N. and Clampit, J. (2012). EMNEs and knowledge-seeking FDI. Management International Review, 52(2): 155–173.CrossRefGoogle Scholar
  57. Kedron, P. and Bagchi-Sen, S. (2012). Foreign direct investment in Europe by multinational pharmaceutical companies from India. Journal of Economic Geography, 12(4): 809–839.CrossRefGoogle Scholar
  58. Keller, K. L. (1993). Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing, 57(1): 1–12.CrossRefGoogle Scholar
  59. Klossek, A., Linke, B. M. and Nippa, M. (2012). Chinese enterprises in Germany: Establishment modes and strategies to mitigate the liability of foreignness. Journal of World Business, 47(1): 35–44.CrossRefGoogle Scholar
  60. Kostova, T. and Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1): 215–233.CrossRefGoogle Scholar
  61. Kostova, T. and Zaheer, S. (1999). Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Academy of Management Review, 24(1): 64–81.Google Scholar
  62. Kreppel, H. and Holtbrügge, D. (2012). The perceived attractiveness of Chinese products by German consumers — a sociopsychological approach. Journal of Global Marketing, 25(2): 79–99.CrossRefGoogle Scholar
  63. Lievens, F., Decaesteker, C., Coetsier, P. and Geirnaert, J. (2001). Organizational attractiveness for prospective applicants: A person organisation fit perspective. Applied Psychology, 50(1): 30–51.CrossRefGoogle Scholar
  64. Liu, H. and Li, K. (2002). Strategic implications of emerging Chinese multinationals: The Haier case study. European Management Journal, 20(6): 699–706.CrossRefGoogle Scholar
  65. Luo, Y. and Mezias, J. M. (2002). Liabilities of foreignness: Concepts, constructs, and consequences. Journal of International Management, 8(3): 217–221.CrossRefGoogle Scholar
  66. Luo, Y. and Peng, M. W. (1999). Learning to compete in a transition economy: Experience, environment, and performance. Journal of International Business Studies, 30(2): 269–295.CrossRefGoogle Scholar
  67. Luo, Y. and Rui, H. (2009). An ambidexterity perspective toward multinational enterprises from emerging economies. Academy of Management Perspectives, 23(4): 49–71.CrossRefGoogle Scholar
  68. Luo, Y., Shenkar, O. and Nyaw, M. (2002). Mitigating liabilities of foreignness: Defensive versus offensive approaches. Journal of International Management, 8(3): 283–300.CrossRefGoogle Scholar
  69. Luo, Y. and Tung, R. L. (2007). International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4): 481–498.CrossRefGoogle Scholar
  70. Luo, Y., Xue, Q. and Han, B. (2010). How emerging market governments promote outward FDI: Experience from China. Journal of World Business, 45(1): 68–79.CrossRefGoogle Scholar
  71. Madhok, A. and Keyhani, M. (2012). Acquisitions as entrepreneurship: Asymmetries, opportunities, and the internationalization of multinationals from emerging economies. Global Strategy Journal, 2(1): 26–40.CrossRefGoogle Scholar
  72. Martin, I. M. and Eroglu, S. (1993). Measuring a multi-dimensional construct: Country image. Journal of Business Research, 28(3): 191–210.CrossRefGoogle Scholar
  73. Mathews, J. A. (2002). Competitive advantages of the latecomer firm: A resource-based account of industrial catch-up strategies. Asia Pacific Journal of Management, 19(4): 467–488.CrossRefGoogle Scholar
  74. Mathews, J. A. (2006). Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23(1): 5–27.CrossRefGoogle Scholar
  75. McMahon, D. (2012). China’s Sany Group: U.S. Discriminates against China firms’ Investments. Wall Street Journal. Retrieved from http://online.wsj.com/news/articles/SB10000872396390444734804578064183506227980, Accessed on 19 February 2014.
  76. Meyer, K. E., Estrin, S., Bhaumik, S. K. and Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30(1): 61–80.CrossRefGoogle Scholar
  77. Mezias, J. M. (2002). How to identify liabilities of foreignness and assess their effects on multinational corporations. Journal of International Management, 8(3): 265–282.CrossRefGoogle Scholar
  78. Miller, S. R. and Parkhe, A. (2002). Is there a liability of foreignness in global banking? An empirical test of banks’ x-efficiency. Strategic Management Journal, 23(1): 55–75.CrossRefGoogle Scholar
  79. Miller, S. R., Thomas, D. E., Eden, L. and Hitt, M. (2009). Knee deep in the big muddy: The survival of emerging market firms in developed markets. Management International Review, 48(6): 645–666.CrossRefGoogle Scholar
  80. Moeller, M., Harvey, M., Griffith, D. and Richey, G. (2013). The impact of country-of-origin on the acceptance of foreign subsidiaries in host countries: An examination of the liability-of-foreignness. International Business Review, 22(1): 89–99.CrossRefGoogle Scholar
  81. Newburry, W., Gardberg, N. A. and Belkin, L. Y. (2006). Organizational attractiveness is in the eye of the beholder: The interaction of demographic characteristics with foreignness. Journal of International Business Studies, 37(5): 666–686.Google Scholar
  82. North, D. C. (1990). Institutions, Institutional Change, and Economic Performance. New York: Cambridge University Press.CrossRefGoogle Scholar
  83. Peng, M. W. (2003). Institutional transitions and strategic choices. The Academy of Management Review, 28(2): 275–296.Google Scholar
  84. Peng, M. W., Wang, D. Y. L. and Jiang, Y. (2008). An institution-based view of international business strategy: A focus on emerging economies. Journal of International Business Studies, 39(5): 920–936.CrossRefGoogle Scholar
  85. Petersen, B. and Pedersen, T. (2002). Coping with liability of foreignness: Different learning engagements of entrant firms. Journal of International Management, 8(3): 339–350.CrossRefGoogle Scholar
  86. Podnar, K. and Jancic, Z. (2006). Towards a categorization of stakeholder groups: An empirical verification of a three-level model. Journal of Marketing Communications, 12(4): 297–308.CrossRefGoogle Scholar
  87. Pradhan, J. P. (2010). Strategic asset-seeking activities of Emerging Multinationals: Perspectives on foreign acquisitions by Indian pharmaceutical MNEs. Organizations and Markets in Emerging Economies, 1(2): 9–32.Google Scholar
  88. Puffer, S. M. and McCarthy, D. J. (2007). Can Russia’s state-managed, network capitalism be competitive? Journal of World Business, 42(1): 1–13.CrossRefGoogle Scholar
  89. Ramachandran, J. (2010). The liabilities of origin: An emerging economy perspective on the costs of doing business abroad. Advances in International Management: The Past, Present and Future of International Business and Management, 23: 231–265.CrossRefGoogle Scholar
  90. Rui, H. and Yip, G. S. (2008). Foreign acquisitions by Chinese firms: A strategic intent perspective. Journal of World Business, 43(2): 213–226.CrossRefGoogle Scholar
  91. Salehizadeh, M. (2007). Emerging Economies’ multinationals: Current status and future prospects. Third World Quarterly, 28(6): 1151–1166.CrossRefGoogle Scholar
  92. Sauvant, K. P., Maschek, W. A. and McAllister, G. (2009). Foreign direct investment from emerging markets: The challenges ahead. Paper presented at the OECD Global Forum on International Investment, 7–8 December 2009, Paris, France.Google Scholar
  93. Schmidt, T. and Sofka, W. (2009). Liability of foreignness as a barrier to knowledge spillovers: Lost in translation? Journal of International Management, 15(4): 460–474.CrossRefGoogle Scholar
  94. Scott, R. (1995). Institutions and Organizations. Thousand Oaks: Sage.Google Scholar
  95. Sethi, D. and Judge, W. (2009). Reappraising liabilities of foreignness within an integrated perspective of the costs and benefits of doing business abroad. International Business Review, 18(4): 404–416.CrossRefGoogle Scholar
  96. Shenkar, O. (2001). Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 32(3): 519–535.CrossRefGoogle Scholar
  97. Suchman, M. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3): 571–610.Google Scholar
  98. Thomas, D. E., Eden, L., Hitt, M. A. and Miller, S. R. (2007). Experience of emerging market firms: The role of cognitive bias in developed market entry and survival. Management International Review, 47(6): 845–867.CrossRefGoogle Scholar
  99. Transparency International. (2013). Transparency in Corporate Reporting: Assessing Emerging Market Multinationals, http://www.transparency.org/whatwedo/publication/transparency_in_corporate_reporting_assessing_emerging_market_multinational, Accessed on 17 February 2014.
  100. Turban, D. B., Lau, C.-M., Ngo, H.-Y., Chow, I.H.S. and Si, S.X. (2001). Organizational attractiveness of firms in the People’s Republic of China: A person-organization fit perspective. Journal of Applied Psychology, 86(2): 94–206.CrossRefGoogle Scholar
  101. Wang, C., Hong, J., Kafouros, M. and Wright, M. (2012). Exploring the role of government involvement in outward FDI from emerging economies. Journal of International Business Studies, 43(7): 655–676.CrossRefGoogle Scholar
  102. Yamakawa, Y., Peng, M. W. and Deeds, D. L. (2008). What drives new ventures to internationalize from emerging to developed economies? Entrepreneurship Theory and Practice, 32(1): 59–83.CrossRefGoogle Scholar
  103. Yeoh, P.-L. (2011). Location choice and the internationalization sequence: Insights from Indian pharmaceutical companies. International Marketing Review, 28(3): 291–312.CrossRefGoogle Scholar
  104. Yildiz, H. E. and Fey, C. F. (2012). The liability of foreignness reconsidered: New insights from the alternative research context of transforming economies. International Business Review, 21(2): 269–280.CrossRefGoogle Scholar
  105. Zaheer, S. (1995). Overcoming the liability of foreignness. Academy of Management Journal, 38(2): 341–363.CrossRefGoogle Scholar
  106. Zaheer, S. (2002). The liability of foreignness, redux: A commentary. Journal of International Management, 8(3): 351–358.CrossRefGoogle Scholar
  107. Zaheer, S. and Mosakowski, E. (1997). The dynamics of the liability of foreignness: A global study of survival in financial services. Strategic Management Journal, 18(6): 439–464.CrossRefGoogle Scholar

Copyright information

© Katrin Held and Nicola Berg 2015

Authors and Affiliations

  • Katrin Held
  • Nicola Berg

There are no affiliations available

Personalised recommendations