Lessons learned from Brazilian multinationals' internationalization strategies

dc.contributor.affiliationFGV
dc.contributor.authorParente, Ronaldo Couto
dc.contributor.authorCyrino, Álvaro Bruno
dc.contributor.authorSpohr, Nicole
dc.contributor.authorVasconcelos, Flávio Carvalho de
dc.date.accessioned2018-05-10T13:36:22Z
dc.date.available2018-05-10T13:36:22Z
dc.date.issued2013-08
dc.descriptionConteúdo online de acesso restrito pelo editorpor
dc.description.abstractInternationalization of emerging market multinationals is a recent phenomenon gaining importance in the global economy. This foreign expansion of a new breed of companies has challenged established theories and practices in the field of international business (Cuervo-Cazurra, 2007). This article addresses the issue of whether or not there is something to learn from these emerging market companies and their foreign expansion. Focusing on the international trajectories of four Brazilian multinationals (i.e., Odebrecht, Embraer, Stefanini, and Marcopolo), this study analyzes their strategies and managerial processes during and after the recent economic crisis with regards to internationalization. Our qualitative fieldwork suggests that the trajectories of these Brazilian multinationals are quite unstructured and evolve as a reaction to the opportunities they face in international markets. It seems all four companies in our sample shared a strong entrepreneurial spirit and a high motivation to expand their international operations despite the crisis and the obstacles they faced. Our findings and suggestions in terms of lessons learned should provide valuable implications for multinational managers from other emerging markets by providing a better understanding of how Brazilian multinationals expand internationally, deal with economic crisis, and manage relationships with local and foreign institutions. (C) 2013 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.eng
dc.format.extentp. 453-463
dc.identifierhttp://dx.doi.org/10.1016/j.bushor.2013.04.003
dc.identifier.WoS000321538800006
dc.identifier.doi10.1016/j.bushor.2013.04.003
dc.identifier.issn2164-6570 / 2164-6589
dc.identifier.urihttps://hdl.handle.net/10438/23328
dc.language.isoeng
dc.publisherElsevier Science Bveng
dc.relation.ispartofseriesBusiness horizonseng
dc.rights.accessRightsrestrictedAccesseng
dc.sourceWeb of Science
dc.subjectBrazilian emerging multinationalseng
dc.subjectEmerging marketseng
dc.subjectInstitutionseng
dc.subjectGlobal crisiseng
dc.subjectInternationalization strategieseng
dc.subject.areaEconomiapor
dc.subject.bibliodataCrise financeirapor
dc.subject.bibliodataEmpresas multinacionais - Brasilpor
dc.subject.bibliodataGlobalização - Brasilpor
dc.titleLessons learned from Brazilian multinationals' internationalization strategieseng
dc.typeArticle (Journal/Review)eng
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