Dragon Multinational: A New Model for Global Growth

By John A. Mathews. 2002

271 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/758e56a0f77b63a093733e255b3692819993885b

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Citations in the corpus

Accelerated Internationalisation by Emerging Multinationals: The Case of the White Goods Sector (2007, unknown): “They have been able to implement these approaches through strategic innovations that enable them to exploit their latecomer and peripheral statuses to advantage (Mathews 2002; 2006).”
Overcoming the liability of foreignness without strong firm capabilities — the value of market-based resources (2010, background): “Emerging multinationals have in recent years garnered a lot of attention for their visible and often rapid internationalization (Mathews, 2002; Ramamurti and Singh, 2008a,b; Sauvant, 2008).”
The American Model of the Multinational Firm and the “New” Multinationals From Emerging Economies (2009, unknown): “The literature has referred to them in a variety of ways, including “thirdworld multinationals” (Wells, 1983), “latecomer firms” (Mathews, 2002), “unconventional multinationals” (Li, 2003), “challengers” (BCG, 2008), and “emerging multinationals” (Accenture, 2008; Economist, 2008; Goldstein, 2007).”
Why do Chinese firms tend to acquire strategic assets in international expansion (2009, background): “They establish their competitive advantage typically via acquisition of established firms in developed economies (Makino, Lau, & Yeh, 2002; Mathews, 2002).”
The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise (2019, background): “4The term ‘‘dragon multinationals’’ was introduced by Mathews (2002) in his book ‘‘Dragon multinationals: A new model of global growth’’ to describe firms internationalizing from the countries (e.g., Brazil, India, China, etc.) that originally occupied the periphery of the global system.”
Competitive Advantages of the Latecomer Firm: A Resource-Based Account of Industrial Catch-Up Strategies (2002, background): “The fundamental condition for its success is the availability of resources—such as technology and capital flows—in the global economy (Mathews, 2002a, b).”