Competitive Advantages of the Latecomer Firm: A Resource-Based Account of Industrial Catch-Up Strategies

By John A. Mathews. 2002

789 citations recorded by the source corpus.

Subfields: Anthropology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fc45ecb7e877c90ccc1ab5363d45e0e0374ac731

How researchers see this paper

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

In Anthropology

1. Keun Lee
2. Suma Athreye
3. Jean-françois Hennart
4. Daniel M. Shapiro
5. Jing Li
6. Dong Chen
7. Yuan Li
8. Lin Cui

In Strategy and Management

1. Mike W. Peng
2. K. Meyer
3. Justin Paul
4. Keun Lee
5. Deeksha Singh
6. Ajai S. Gaur
7. Jean-françois Hennart
8. Lin Cui

Citations in the corpus

• Making a Technological Catch‐up: Barriers and opportunities (2005, methodology): “The consortium represented a water-shed, after some previous failures, indicating the potential of R&D consortium to help establish new “fast follower” industries (Mathews 2002).”
• The internationalization of emerging market business groups: an integrated literature review (2010, background): “Three of these are noteworthy in their efforts to better explain the internationalization patterns of EMMNCs (Mathews, 2002; Mathews and Zander, 2007; Li, 2007).”
• Organizational slack and firm performance during institutional transitions (2009, background): “As a result, it is often difficult for the firms there to gain resources externally ( Mathews, 2002 ).”
• Innovation capability building and learning mechanisms in latecomer firms: recent empirical contributions and implications for research (2012, background): “This technology-related catch up also appears in the rich and extensive research into catch-up experiences in East Asia reported in Mathews ( 1997 , 1999 , 2002 ), Mathews and Cho (1999) and is reflected in Kim's (1997) studies of innovation capability development in South Korea.”
• A review of research on outward foreign direct investment from emerging countries, including China: what do we know, how do we know and where should we be heading? (2018, background): “The first was Mathews (2002, 2006) Linkage, Leverage, Learning (LLL) model, which extends the OLI framework to newly industrialized countries as well as latecomer MNEs that seek strategic assets.”
• Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets (2009, background): “The bundling model suggests that this combination of strong domestic market position and easy-to-transact complementary knowledge is behind the growth of MNEs from emerging markets, the Dragon MNEs (Mathews, 2002; Zeng & Williamson, 2007).”
• The Indian Software Industry and its Evolving Service Capability (2002, positive): “Among studies on successful catch-up by latecomer firms that have employed a dynamic capabilities perspective in evaluating how developing economy firms gained competitive advantage, Mathews (2002) emphasizes the importance of linkages (to foreign markets through multinational clients), leverage (of”