Building capabilities for international operations through networks: a study of Indian firms

By B. Elango, C. Pattnaik. 2007

649 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a146e89def084fadda876cf1d4b91362cdf94464

How researchers see this paper

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

In Economics and Econometrics

1. K. Meyer
2. Mike W. Peng
3. Mike Wright
4. Igor Filatotchev
5. Yadong Luo
6. Deeksha Singh
7. Ajai S. Gaur
8. Dean Xu

In Strategy and Management

1. Mike W. Peng
2. K. Meyer
3. Mike Wright
4. Igor Filatotchev
5. Deeksha Singh
6. Ajai S. Gaur
7. Dean Xu
8. Yadong Luo

Citations in the corpus

• Does ownership structure of emerging-market firms affect their outward FDI? The case of the Indian automotive and pharmaceutical sectors (2010, background): “In a similar vein, Elango and Pattnaik (2007) illustrate”
• The American Model of the Multinational Firm and the “New” Multinationals From Emerging Economies (2009, background): “However , home-country networks in several cases have also allowed these firms to take advantage of the experience of the firms from the network (Elango & Pattnaik, 2007; Yiu et al., 2007).”
• Contextualizing international strategy by emerging market firms: A composition-based approach (2017, positive): “…as proprietary technologies, international market power, global brands, organizational reputation, and managerial competence needed for organizing geographically dispersed operations, which impede them from obtaining ownership-specific advantages in international markets (Elango & Pattnaik, 2007).”
• Collaborate at Home to Win Abroad: How Does Access to Local Network Resources Influence Export Behavior? (2013, background): “Although still rare, empirical evidence from large-scale surveys supports the general idea that home country firm linkages are important for international market access (Elango and Pattnaik 2007; Zhou et al. 2007; Mesquita and Lazzarini 2008).”
• Beyond institutional voids: Business groups, incomplete markets, and organizational form (2015, methodology): “…the financial services industry, firms with multinational parents, and firms that were owned partly or fully by the government were excluded from our sample (Chacar and Vissa, 2005; Chari and David, 2012; Douma et al., 2006; Elango and Pattnaik, 2007; Khanna and Palepu, 2000a; Vissa et al., 2010).”
• International business responses to institutional voids (2017, background): “Indeed, much of the literature has focused on the first option, showing how business groups’ internal markets or firm diversification help firms to adapt or adjust to institutional voids (Chang & Hong, 2000; Elango & Pattniak, 2007; Fisman & Khanna, 2004; Khanna & Palepu, 2000, 2010; Makhija, 2004).”
• Do we need different frameworks to explain infant MNEs from developing countries (2012, background): “This O asset permits them to expand into new, unrelated industries at home and also helps with internationalization: where other members of the same domestic networks (even in the absence of formal ties) have international operations, their knowledge of and competences in foreign activities positive”
• The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “Furthermore, the extent of the parent’s international network is important for the subsidiary’s ability to establish its own international network (Elango & Pattnaik, 2007).”
• The export orientation and export performance of high-technology SMEs in emerging markets: The effects of knowledge transfer by returnee entrepreneurs (2009, background): “Some more recent studies emphasize the important effects of global social networks on internationalization of firms from emerging markets, particularly in the Far East and Asia (e.g., Chung, 2006; Elango & Pattnaik, 2007; Lee, Lee, & Pennings, 2001; Zhou, Wu, & Luo, 2007).”
• Learning Before Making the Big Leap (2011, background): “Such acquisitions do not allow the emerging market firm to acquire significant market share or market-leading products immediately, but provide affordable local knowledge that can be used to improvise its existing capabilities ( Elango 2005 ).”
• LINKING THEORY AND CONTEXT: "STRATEGY RESEARCH IN EMERGING ECONOMIES" AFTER WRIGHT ET AL. (2005) (2012, positive): “, 2010), whereas studies on Indian firms point to the impact of international experience of parental and foreign networks (Elango and Pattnaik, 2007).”
• Organising new business in a turbulent context: Opportunity discovery and effectuation for IJV development in transition markets (2009, positive): “Firstly, there are social activities involved, where entrepreneurial IJV managers are absorbed into the emerging social community of the IJV, gaining from the influences, thoughts, work methods, resources and encouragement of others in the community (see Coviello 2006; Elango and Pattnaik 2007).”