Fatima Wang

Developing a market driving strategy for foreign markets: Internal capabilities and external activities

Current research argues that a market-driving strategy leads to a competitive advantage. However, a market-driving strategy tries to change established rules in the marketplace and thus, is difficult to pursue. We argue that a market-driving strategy must be based on distinct capabilities and that firms using this strategy will perform a set of external activities and possess certain critical capabilities that are required to make the strategy successful. We develop a theoretical framework and propositions on the role of the learning, branding, resource configuration, and networking capabilities that support these activities.

Identification of MNC knowledge resources for the local market: an examination of 7-Eleven's international licensing operations

A major concern for local managers is the identification of appropriate knowledge resources for their markets. This paper looks at how local managers make decisions on whom to learn from within the multinational corporation (MNC). Learning within the MNC has traditionally been studied from a knowledge transfer perspective, that is, focusing more on the MNCs facilitation of internal knowledge flows rather than observing local initiatives in knowledge identification. Drawing on network and psychic distance literature, the paper argues that the learning behavior of local units evolves through time. Knowledge exchanges tend to occur between markets that appear to have smaller psychic distances, especially in the initial stages of local market development. The argument is developed using a multiple case study of 7-Eleven licensees.

Domestic and foreign competitor identification and firm performance

Strategic management scholars agree firms need to know who they compete with in order to establish and maintain a competitive advantage. Yet we know little about the link between competitor identification and firm performance or the added value of identifying foreign competitors. In this paper, we develop and test a theory to explain how identifying domestic and foreign competitors can each lead to improved firm performance. Using a unique dataset of Taiwanese manufacturers, we find that firms identifying more domestic competitors perform better. Additionally, our results indicate that firms identifying high levels of both domestic and foreign competitors have even better firm performance. Thus, we contribute to the literature by exploring the importance of identifying domestic and foreign competitors for a firms success.

The impact of multinational enterprises on sustainable development and poverty reduction: Research framework

Abstract The purpose of this chapter is to develop a framework that can be used to study the impact of multinational enterprises (MNEs) on sustainable development and poverty alleviation in developing countries. In the 3-year project awarded by the EC-FP7 program, six universities from Europe and three partners from developing countries participated: Brazil, Ghana, and India. For this purpose, a thorough literature review is done and a framework is presented. To confirm the conceptual framework, we performed several case studies with three MNEs in two countries, Ghana and India. Data collection was done through qualitative in-depth interviews with managers in the headquarters of MNEs, the subsidiaries, and the “linked” local firms and host governments. Results confirm our conceptual model that the autonomy of the subsidiary, strategies of MNEs, and local government policies play a major role in achieving positive externalities from MNE operations in developing countries. The key contribution of this study is the development of a relevant conceptual framework that can be used in the overall project. Our study confirms that an interaction between the MNE subsidiary and the local government is essential for the linkages and spillovers to occur that may benefit local economic development and poverty reduction in developing countries.