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Brownfield Entry in Emerging Markets

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Author Info

  • Klaus E Meyer

    (Copenhagen Business School)

  • Saul Estrin

    (London Business School)

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    Abstract

    This paper focuses on the brown-field entry mode, as a special case of acquisition, in which the resources transferred by the investor dominate over those provided by the acquired firm. We see this mode as having particular relevance for entry strategies in emerging markets. The choice of entry mode is analyzed on the basis of a framework utilizing both resource-based and transaction-cost theories. The resource requirements have to be matched with resources available to the investor through an acquired firm, and the decision has to account for the costs of acquiring and integrating the resources.© 2001 JIBS. Journal of International Business Studies (2001) 32, 575–584

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    Bibliographic Info

    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 32 (2001)
    Issue (Month): 3 (September)
    Pages: 575-584

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    Handle: RePEc:pal:jintbs:v:32:y:2001:i:3:p:575-584

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    Cited by:
    1. Arnold Schuh, 2010. "How research on marketing in Central and Eastern Europe can advance international marketing theory," Tržište/Market, Faculty of Economics and Business, University of Zagreb, vol. 22(2), pages 255-268.
    2. Batiz-Lazo, Bernardo & Blanco Mendialdua, Ana & Urionabarrenetxea Zabalandikoetxea, Sara, 2001. "Growth of the Spanish Multinational in Latin America during the 1990s," MPRA Paper 929, University Library of Munich, Germany, revised Dec 2005.
    3. Jing Yang & Frank Tipton & Jiatao Li, 2011. "A review of foreign business management in China," Asia Pacific Journal of Management, Springer, vol. 28(3), pages 627-659, September.
    4. Theo Eicher & Jong Woo Kang, 2004. "Trade, Foreign Direct Investment or Acquisition: Optimal Entry Modes for Multinationals," CESifo Working Paper Series 1174, CESifo Group Munich.
    5. Gelbuda, Modestas & Meyer, Klaus E. & Delios, Andrew, 2008. "International business and institutional development in Central and Eastern Europe," Journal of International Management, Elsevier, vol. 14(1), pages 1-11, March.
    6. Filippov, Sergey & Kalotay, Kalman, 2009. "Foreign Direct Investment in Times of Global Economic Crisis: Spotlight on New Europe," MERIT Working Papers 021, United Nations University - Maastricht Economic and Social Research Institute on Innovation and Technology (MERIT).
    7. Gil, Adrian & Nakos, George & Brouthers, Lance Eliot & Brouthers, Keith D., 2006. "Country-specific strategy and new venture formation in Central and East Europe," International Business Review, Elsevier, vol. 15(1), pages 1-13, February.
    8. Davis, Lee N. & Meyer, Klaus E., 2004. "Subsidiary research and development, and the local environment," International Business Review, Elsevier, vol. 13(3), pages 359-382, June.
    9. Meyer, Klaus E., 2002. "Management challenges in privatization acquisitions in transition economies," Journal of World Business, Elsevier, vol. 37(4), pages 266-276, January.
    10. Karhunen, Päivi & Löfgren, Joan & Kosonen, Riitta, 2008. "Revisiting the relationship between ownership and control in international business operations: Lessons from transition economies," Journal of International Management, Elsevier, vol. 14(1), pages 78-88, March.

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