Examining Strategic Capabilities Across Emerging Markets and Their Firms
Book Chapter
Cuervo-Cazurra, A, Newburry, W, Park, SH. (2020). Examining Strategic Capabilities Across Emerging Markets and Their Firms
. 359-382. 10.1017/9781108565240.016
Cuervo-Cazurra, A, Newburry, W, Park, SH. (2020). Examining Strategic Capabilities Across Emerging Markets and Their Firms
. 359-382. 10.1017/9781108565240.016
In this chapter, we integrated data obtained from the interviews conducted with business leaders from seventy-two companies across twelve emerging markets in five continents to better understand which capabilities leaders of emerging market multinationals identify as being strategic. In doing so, we examined which capabilities appear to be commonly assessed as being strategic across our study contexts, and which ones varied by industry, company multinationality, and country of origin. In particular, we examined emerging market companies headquartered in Eastern Europe (Russia and Poland), Asia (China, India, and Kazakhstan), Latin America (Argentina, Brazil, Chile, Colombia, Mexico, and Peru) and Africa (South Africa). Looking across the various capabilities identified by the senior managers in our study, our results suggest that the strategic capabilities needed by emerging market firms to be successful outside their home markets occur at multiple levels, including management level, firm level, industry level, and national level. These capabilities influence both a firm’s ability to internationalize and its ability to be successful, abilities that often have reinforcing influences on each other.
