International expansion of emerging market enterprises: A springboard perspective
By Yadong Luo, Rosalie L. Tung. 2007
3,110 citations recorded by the source corpus.
Subfields: Economics and Econometrics, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/70a6e69d8503fc79e71317f254acad598e340a4e
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Citations in the corpus
- Transforming disadvantages into advantages: developing-country MNEs in the least developed countries (2008, neutral): “…are quickly catching up and internationalizing (e.g., Aulakh, Kotabe, & Journal of International Business Studies Teegen, 2000; Cuervo-Cazurra, 2007, 2008a; del Sol & Kogan, 2007; Lecraw, 1993; Young, Huang, & McDermott, 1996; see the special issues edited by Aulakh, 2007, and by Luo & Tung, 2007).”
- Learning Before Making the Big Leap (2011, background): “Moreover, such tasks by firms require an ability by the MNE to execute the four C’s [co-evolution, co-competence, coopetition and co-orientation] effectively to be successful ( Luo and Rui 2009 ).”
- EMNE catch‐up strategies in the wind turbine industry: Is there a trade‐off between output and innovation capabilities? (2012, background): “For example, Luo and Tung (2007) argue that the rapid and aggressive internationalization of EMNEs can be described as a ‘springboard strategy’ in which they acquire critical assets and capabilities abroad to successfully compete on a global stage.”
- Outward FDI, location choices and innovation performance of emerging market enterprises (2018, background): “…and strategic alliances (e.g., via original equipment manufacturers (OEMs)) has helped EMEs forge network ties with technology leaders (Li et al., 2012; Luo and Tung, 2007) and accumulate international experience and R&D resources, thus laying the foundation for international learning through OFDI.”
- The Liabilities of Origin: An Emerging Economy Perspective on the Costs of Doing Business Abroad (2010, positive): “It is generally acknowledged that firms from emerging economies face substantial disadvantages when they venture outside their home countries and seek to compete in international markets (Cuervo-Cazurra and Genc, 2008; Luo and Tung, 2007; Thomas et al., 2007; Wright et al., 2005).”
- Human Capital and CEO Compensation during Institutional Transitions (2015, positive): “Second, for an offensive reason, many Chinese firms have embarked on internationalization (Filatotchev et al., 2009; Luo and Tung, 2007; Peng, 2012; Sun et al., 2012, 2014; Xia et al., 2014; Yamakawa et al., 2013).”
- Foreign multinationals and domestic innovation: Intra-industry effects and firm heterogeneity (2015, background): “The literature has increasingly looked at MNEs as firm-specific portfolios of locational attributes pursuing knowledge augmentation strategies that are aimed at sourcing strategic resources in recipient economies (Chen and Chen, 1998; Luo and Tung, 2007; Crescenzi et al., 2014).”
- Home Country Institutions and the Internationalization-Performance Relationship (2016, background): “Furthermore, we contend that weak business regulations in the home country may help firms to develop coping skills that they can then leverage in their foreign operations (Luo & Tung, 2007: 486) and require less managerial time and effort for bureaucratic red tape.”
- Product Innovations in Emerging Economies: The Role of Foreign Knowledge Access Channels and Internal Efforts in Chinese Firms (2010, background): “…outward direct © 2010 The International Association for Chinese Management Research investment of firms in emerging markets (Child & Rodrigues, 2005; Luo & Tung, 2007), future research could examine how outward FDI provides knowledge acquisition opportunities and contributes to innovation by…”