Maria Tereza Leme Fleury

Corporate Competences in Subsidiaries of Brazilian Multinationals

ABSTRACT Emerging multinationals must seek and develop competences abroad and develop the skills to transfer such competences faster and more actively than traditional multinationals. This article aims to further the understanding of the development, transfer, and recognition processes of the competences of emerging multinationals subsidiaries. Based on a review of the literature, a model was developed focusing on the relationships between (i) the strategic guidelines designed by corporate headquarters for subsidiaries (integration, entrepreneurial attitude), (ii) the management of subsidiaries (initiative), and (iii) the management of subsidiaries relationships with the external environment (competitive context and external network). The model was applied to a survey of Brazilian multinationals and their subsidiaries. The results showed that the variables competitive context and external network (in which the subsidiary is embedded) are the most important for competence development, transfer to and recognition by the headquarters; the variable subsidiary initiative is important for recognition by headquarters only.

Women entrepreneurs: Discussion about their competencies

The aim of this research is to analyze the entrepreneurial competencies that characterize women in the Southeast region of Brazil, who face some financial limitations in relation to the day-to-day challenges of their businesses. The research is classified as exploratory, intending to explain the phenomenon studied based on the point of view of the research subjects. Seven female participants were involved in an entrepreneurship program in Sao Paulo city and financed by an American bank. Data were collected by means of in-depth interviews, followed by a flexible questionnaire. The data analysis was based on the content analysis and classified into three blocks: Category 1 – decisive factors in beginning the business; Category 2 – challenges and obstacles in the entrepreneurial career; Category 3 competencies developed and under development during the trajectory. The results reveal that female entrepreneurs have a perception of their potentialities, limitations, desires and concerns within a scope of cognitive and affective competencies. They recognize the importance of developing perception of opportunity, business and applying leadership competencies. Interpersonal skills, commitment and social perception are sets of entrepreneurial competencies that contribute to their businesses. It is evident that although fragmented in theory, cognitive and affective aspects are, in practice, indissociable.

Europe in the Internationalization Strategies of the Multilatinas

The increasing presence of firms from emerging countries, especially from the BRIC group (Brazil, Russia, India, and China), in the world scenario, is a remarkable characteristic of the ‘third wave’ of internationalization. The two first ones were generated by the expansion of North American and European firms (in the 1950s and 1960s) and by Japanese firms (in the 1980s). Currently, the so-called emerging country multinationals are taking a stand in the global economy (Goldstein, 2007; Sauvant, Mendoza, and Irmak, 2008; Ramamurti and Singh, 2009).

The Internationalization of Business Administration Undergraduate Courses in Brazil

The authors discuss the level of internationalization of business administration undergraduate courses in Brazilian schools based on a survey of 39 institutions affiliated with the National Association of Graduation in Administration and in a second survey among 19 professors from different institutions and 45 students from 21 schools. It was concluded that the internationalization of courses analyzed in the survey is limited to the participation of students in foreign exchange programs. Students and faculty believe that it should be introduced more classes in the international business field as well as classes in English. The authors compare the national results with 3 similar surveys, 1 conducted in the United States and in Europe by the Academy of International Business, and two others conducted in Arab and Latin American countries.

Brazilian Multinational Companies' Subsidiaries' Initiative: a typology proposal

The aim of this study was to investigate whether culture, knowledge transfer and initiative allow for the configuration of homogeneous groups of Brazilian multinational companies’ subsidiaries – and, as a result, to propose a typology. Thus, based on a previously adapted Birkinshaw model (1999) of subsidiary initiatives tested by structural equation modeling in an earlier phase of research, it was possible to use transfer of knowledge, culture and initiative constructs scores from each sample unit to apply the clusters technique. As a result, three clusters were found – which, based on the Birkinshaw typology (1995) for classifying subsidiaries according to initiative, were defined as: (1) Reconfiguration initiative and (3) Local market initiative. Since the second group of subsidiaries could not be classified by Birkinshaw’s typology, it was called (2) Incipient initiative. Subsidiaries of the Reconfiguration initiative cluster present mainly internal initiatives, although they do identify local opportunities for applying and expanding their resources; whilst subsidiaries of Local market initiative reveal that both knowledge transfer in both directions (headquarters versus units) and culture are relevant to their initiatives, mainly external ones. Finally, subsidiaries from the Incipient Initiative cluster are units that tend to be similar in culture to Brazil, but knowledge transfer is low, indicating that international units do not know enough about the company’s business to be able to propose initiatives.

Assessing emerging multinationals’ “Global Mindedness” profiles

Despite the relevance of developing a global mindedness (GM) in order for firms to explore global opportunities, extant literature on GM has mostly focused on developed country multinationals, overlooking its relevance to emerging country multinationals which have unique features and internationalization patterns. In addition, the studies addressing the impacts of GM on internationalization have mostly relied on the assumption of homogeneity rather than differentiation of GM among multinationals of the same country. This study addresses this theme by exploring GM diversity among Brazilian multinationals. For that purpose, a previously developed multidimensional GM scale is adapted and validated by means of a pretest and a confirmatory factor analysis with Bayesian estimators, and used as the basis for a hierarchal cluster analysis, later optimized by means of the K-means algorithm. As a result, a GM taxonomy is identified, encompassing fully globally minded, cross-culturally skilled, international market-oriented, and domestic market-oriented multinationals. To illustrate the taxonomy, four case studies involving major Brazilian multinationals are brought to the fore by means of interviews and secondary data. The configurations identified points to the need to study GM in conjunction with both institutional and economic factors in order to explain singularities of the internationalization of emerging companies and also differentiations among firms from a single emerging country.

The Competitive Advantage of Emerging Market Multinationals: Acknowledgements

Introduction Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury Part I. Innovation and Competitive Advantage: 1. Innovation by Brazilian EMNEs Moacir de Miranda Oliveira Junior, Felipe Mendes Borini and Afonso Fleury 2. Innovation by Russian EMNEs Sergey Filippov and Alexander Settles 3. Innovation by Indian EMNEs Nikhil Celly, Jaideep Prabhu and Venkat Subramanian 4. Innovation by Chinese EMNEs Peter J. Williamson and Eden Yin Commentaries on Part I: i. The contribution of innovation to EMNEs competitive advantage Bridgette Sullivan-Taylor ii. Innovation in emerging markets and the rise of emerging market MNEs Ram Mudambi Part II. Value-Chain Configuration and Competitive Advantage: 5. Value-chain configuration of Brazilian EMNEs Afonso Fleury, Maria Tereza Leme Fleury and Felipe Mendes Borini 6. Value-chain configurations of Russian EMNEs Valery S. Katkalo and Andrey G. Medvedev 7. Value-chain configurations of Indian EMNEs Suma Athreye 8. Value-chain configurations of Chinese EMNEs Kaimei Wang and Yongjiang Shi Commentaries on Part II: i. How emerging market multinational companies upgrade capabilities using value-chain configuration in advanced economies Alvaro Cuervo-Cazurra ii. Value-chain configurations of emerging country multinationals Jagjit Singh Srai Part III. Mergers and Acquisitions and Competitive Advantage: 9. Cross-border M&A and competitive advantage of Brazilian EMNEs Alvaro B. Cyrino and Erika P. Barcellos 10. Cross-border M&A and competitive advantage of Russian EMNEs Kalman Kalotay and Andrei Panibratov 11. Cross-border M&A and competitive advantage of Indian EMNEs Ravi Ramamurti 12. Cross-border M&A and competitive advantage of Chinese EMNEs Peter J. Williamson and Anand P. Raman Commentaries on Part III: i. Cross-border M&A by the new multinationals: different reasons to go global Simon Collinson ii. Cross-border acquisitions by EMNEs Ravi Sarathy Conclusion: rethinking the implications of EMNEs rise Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury References Index.

The Competitive Advantage of Emerging Market Multinationals: List of tables

Introduction Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury Part I. Innovation and Competitive Advantage: 1. Innovation by Brazilian EMNEs Moacir de Miranda Oliveira Junior, Felipe Mendes Borini and Afonso Fleury 2. Innovation by Russian EMNEs Sergey Filippov and Alexander Settles 3. Innovation by Indian EMNEs Nikhil Celly, Jaideep Prabhu and Venkat Subramanian 4. Innovation by Chinese EMNEs Peter J. Williamson and Eden Yin Commentaries on Part I: i. The contribution of innovation to EMNEs competitive advantage Bridgette Sullivan-Taylor ii. Innovation in emerging markets and the rise of emerging market MNEs Ram Mudambi Part II. Value-Chain Configuration and Competitive Advantage: 5. Value-chain configuration of Brazilian EMNEs Afonso Fleury, Maria Tereza Leme Fleury and Felipe Mendes Borini 6. Value-chain configurations of Russian EMNEs Valery S. Katkalo and Andrey G. Medvedev 7. Value-chain configurations of Indian EMNEs Suma Athreye 8. Value-chain configurations of Chinese EMNEs Kaimei Wang and Yongjiang Shi Commentaries on Part II: i. How emerging market multinational companies upgrade capabilities using value-chain configuration in advanced economies Alvaro Cuervo-Cazurra ii. Value-chain configurations of emerging country multinationals Jagjit Singh Srai Part III. Mergers and Acquisitions and Competitive Advantage: 9. Cross-border M&A and competitive advantage of Brazilian EMNEs Alvaro B. Cyrino and Erika P. Barcellos 10. Cross-border M&A and competitive advantage of Russian EMNEs Kalman Kalotay and Andrei Panibratov 11. Cross-border M&A and competitive advantage of Indian EMNEs Ravi Ramamurti 12. Cross-border M&A and competitive advantage of Chinese EMNEs Peter J. Williamson and Anand P. Raman Commentaries on Part III: i. Cross-border M&A by the new multinationals: different reasons to go global Simon Collinson ii. Cross-border acquisitions by EMNEs Ravi Sarathy Conclusion: rethinking the implications of EMNEs rise Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury References Index.

The Competitive Advantage of Emerging Market Multinationals: Notes on contributors

Introduction Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury Part I. Innovation and Competitive Advantage: 1. Innovation by Brazilian EMNEs Moacir de Miranda Oliveira Junior, Felipe Mendes Borini and Afonso Fleury 2. Innovation by Russian EMNEs Sergey Filippov and Alexander Settles 3. Innovation by Indian EMNEs Nikhil Celly, Jaideep Prabhu and Venkat Subramanian 4. Innovation by Chinese EMNEs Peter J. Williamson and Eden Yin Commentaries on Part I: i. The contribution of innovation to EMNEs competitive advantage Bridgette Sullivan-Taylor ii. Innovation in emerging markets and the rise of emerging market MNEs Ram Mudambi Part II. Value-Chain Configuration and Competitive Advantage: 5. Value-chain configuration of Brazilian EMNEs Afonso Fleury, Maria Tereza Leme Fleury and Felipe Mendes Borini 6. Value-chain configurations of Russian EMNEs Valery S. Katkalo and Andrey G. Medvedev 7. Value-chain configurations of Indian EMNEs Suma Athreye 8. Value-chain configurations of Chinese EMNEs Kaimei Wang and Yongjiang Shi Commentaries on Part II: i. How emerging market multinational companies upgrade capabilities using value-chain configuration in advanced economies Alvaro Cuervo-Cazurra ii. Value-chain configurations of emerging country multinationals Jagjit Singh Srai Part III. Mergers and Acquisitions and Competitive Advantage: 9. Cross-border M&A and competitive advantage of Brazilian EMNEs Alvaro B. Cyrino and Erika P. Barcellos 10. Cross-border M&A and competitive advantage of Russian EMNEs Kalman Kalotay and Andrei Panibratov 11. Cross-border M&A and competitive advantage of Indian EMNEs Ravi Ramamurti 12. Cross-border M&A and competitive advantage of Chinese EMNEs Peter J. Williamson and Anand P. Raman Commentaries on Part III: i. Cross-border M&A by the new multinationals: different reasons to go global Simon Collinson ii. Cross-border acquisitions by EMNEs Ravi Sarathy Conclusion: rethinking the implications of EMNEs rise Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury References Index.

The Competitive Advantage of Emerging Market Multinationals: Mergers and acquisitions and competitive advantage

Introduction Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury Part I. Innovation and Competitive Advantage: 1. Innovation by Brazilian EMNEs Moacir de Miranda Oliveira Junior, Felipe Mendes Borini and Afonso Fleury 2. Innovation by Russian EMNEs Sergey Filippov and Alexander Settles 3. Innovation by Indian EMNEs Nikhil Celly, Jaideep Prabhu and Venkat Subramanian 4. Innovation by Chinese EMNEs Peter J. Williamson and Eden Yin Commentaries on Part I: i. The contribution of innovation to EMNEs competitive advantage Bridgette Sullivan-Taylor ii. Innovation in emerging markets and the rise of emerging market MNEs Ram Mudambi Part II. Value-Chain Configuration and Competitive Advantage: 5. Value-chain configuration of Brazilian EMNEs Afonso Fleury, Maria Tereza Leme Fleury and Felipe Mendes Borini 6. Value-chain configurations of Russian EMNEs Valery S. Katkalo and Andrey G. Medvedev 7. Value-chain configurations of Indian EMNEs Suma Athreye 8. Value-chain configurations of Chinese EMNEs Kaimei Wang and Yongjiang Shi Commentaries on Part II: i. How emerging market multinational companies upgrade capabilities using value-chain configuration in advanced economies Alvaro Cuervo-Cazurra ii. Value-chain configurations of emerging country multinationals Jagjit Singh Srai Part III. Mergers and Acquisitions and Competitive Advantage: 9. Cross-border M&A and competitive advantage of Brazilian EMNEs Alvaro B. Cyrino and Erika P. Barcellos 10. Cross-border M&A and competitive advantage of Russian EMNEs Kalman Kalotay and Andrei Panibratov 11. Cross-border M&A and competitive advantage of Indian EMNEs Ravi Ramamurti 12. Cross-border M&A and competitive advantage of Chinese EMNEs Peter J. Williamson and Anand P. Raman Commentaries on Part III: i. Cross-border M&A by the new multinationals: different reasons to go global Simon Collinson ii. Cross-border acquisitions by EMNEs Ravi Sarathy Conclusion: rethinking the implications of EMNEs rise Peter J. Williamson, Ravi Ramamurti, Afonso Fleury and Maria Tereza Leme Fleury References Index.