Emerging Markets as Learning Laboratories: Learning Behaviors of Local Firms and Foreign Entrants in Different Institutional Contexts

By Michael A. Hitt, Haiyang Li, W. Worthington. Management and Organization Review, 2005

223 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/030b6f2801b94500c775a4946e8b94e6e88ee8f2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. M. Sarkar
2. Geng Cui
3. Michael A. Hitt
4. Haiyang Li
5. Y. Zhang
6. M. Dacin
7. Raveendra Chittoor
8. Preet S. Aulakh

In Strategy and Management

1. Michael A. Hitt
2. Mike W. Peng
3. Haiyang Li
4. D. Ahlstrom
5. Y. Zhang
6. H. Zhu
7. Yu Li
8. M. Sarkar

Citations in the corpus

• The three faces of China: Strategic alliance partner selection in three ethnic Chinese economies (2014, background): “to effectively enter new product into the market and compete with foreign rivals (Hitt et al., 2005; Wang, Ahlstrom, Nair, & Hang, 2008).”
• The Process of Creative Construction: Knowledge Spillovers, Entrepreneurship and Economic Growth (2007, unknown): “With emerging markets serving as learning laboratories of innovation capabilities (Hitt, Li, and Worthington, 2005), developing a global footprint is becoming critical to searching out and mobilizing untapped pockets of technology and market intelligence that are dispersed across the globe.”
• R&D intensity and international joint venture performance in an emerging market: moderating effects of market focus and ownership structure (2007, background): “In contrast, in IJVs with local majority ownership, because local firms in emerging markets lag behind foreign firms technologically (Hitt et al., 2005), presumably the technologies contributed by local partners are not as advanced as those from MNC partners.”
• Learning by Doing: Cross-Border Mergers and Acquisitions (2008, unknown): “Firms entering international markets have a variety of options on how they enter or expand their presence in those markets (Hitt et al., 2005; Reuer et al., 2004).”
• Third-World Copycats to Emerging Multinationals: Institutional Changes and Organizational Transformation in the Indian Pharmaceutical Industry (2009, background): “Due to underdeveloped strategic factor markets for finance and technology, emerging market firms often face difficulties in acquiring resources (Hitt et al. 2005).”
• Toward a learning-based view of internationalization: The accelerated trajectories of cross-border learning for latecomers (2010, background): “…a typology of learning trajectories along the dimensions of exploitative-exploratory learning and unilateral–bilateral leaning (both framed as dualities) can be presented as the core of a learning-based view of internationalization (cf. Hitt et al., 2005; Holmqvist, 2003; Lubatkin et al., 2001).”
• FDI spillovers over time in an emerging market: : The roles of entry tenure and barriers to imitation (2014, background): “Emerging markets, however, are different along many dimensions, including the maturity of economic growth, institutional stability, and the level of protection of property rights and contract enforcement (Hitt et al., 2005).”