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Internationalization paths of Indian pharmaceutical firms -- A strategic group analysis

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  • Chittoor, Raveendra
  • Ray, Sougata
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    Abstract

    This paper is an attempt to throw light on the internationalization paths of emerging economy firms through a strategic group analysis of internationalizing firms in the Indian pharmaceutical industry. Strategic group analysis of a proprietary data set of strategic variables from forty firms revealed significant variation in their internationalization strategies. The distinct strategies exhibited different value creation potential, but led to similar levels of performance in terms of return on assets, thus indicating equifinality of different paths to multinationality. Inductively drawing from in-depth analysis of firms from each of the strategic groups, the paper proposes a conceptual model of internationalization for emerging economy firms through a combination of exploitation and exploration strategies along the dimensions of products and markets. Firms that are able to supplement the conventional exploitation strategies with exploration through new products and new markets, by taking advantage of increasingly liberalized economies, could emerge as Third-world multinationals with capabilities that could potentially challenge even MNCs from the developed world.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of International Management.

    Volume (Year): 13 (2007)
    Issue (Month): 3 (September)
    Pages: 338-355

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    Handle: RePEc:eee:intman:v:13:y:2007:i:3:p:338-355

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    Keywords: Internationalization strategies Emerging economy firms Strategic groups;

    References

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    1. Ghemawat, Pankaj & Ricart, Joan E., 1993. "Organizational tension between static and dynamic efficiency, The," IESE Research Papers D/255, IESE Business School.
    2. Tarun Khanna & Krishna Palepu, 2000. "Is Group Affiliation Profitable in Emerging Markets? An Analysis of Diversified Indian Business Groups," Journal of Finance, American Finance Association, vol. 55(2), pages 867-891, 04.
    3. Karel O. Cool & Dan Schendel, 1987. "Strategic Group Formation and Performance: The Case of the U.S. Pharmaceutical Industry, 1963--1982," Management Science, INFORMS, vol. 33(9), pages 1102-1124, September.
    4. Antreas D. Athanassopoulos, 2003. "Strategic Groups, Frontier Benchmarking and Performance Differences: Evidence from the UK Retail Grocery Industry," Journal of Management Studies, Wiley Blackwell, vol. 40(4), pages 921-953, 06.
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    Cited by:
    1. Tolentino, Paz Estrella, 2008. "The determinants of the outward foreign direct investment of China and India: Whither the home country?," MERIT Working Papers 049, United Nations University - Maastricht Economic and Social Research Institute on Innovation and Technology (MERIT).
    2. Tolentino, Paz Estrella, 2010. "Home country macroeconomic factors and outward FDI of China and India," Journal of International Management, Elsevier, vol. 16(2), pages 102-120, June.
    3. Balcet Giovanni & Bruschieri Silvia, 2009. "Indian multinationals in the automotive and the pharmaceutical sectors: competitive advantages and strategies," Department of Economics and Statistics Cognetti de Martiis. Working Papers 200906, University of Turin.
    4. Sahaym, Arvin & Nam, Daeil, 2013. "International diversification of the emerging-market enterprises: A multi-level examination," International Business Review, Elsevier, vol. 22(2), pages 421-436.
    5. A. Amighini & M. Sanfilippo & R. Rabellotti, 2009. "The rise of multinationals from emerging countries. A review of the literature," Working Papers Prin 004, Dipartimento Scienze Economiche, Universita' di Bologna.
    6. Demirbag, Mehmet & Tatoglu, Ekrem & Glaister, Keith W., 2009. "Equity-based entry modes of emerging country multinationals: Lessons from Turkey," Journal of World Business, Elsevier, vol. 44(4), pages 445-462, October.

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