毕业论文 外文翻译 |
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原文题目：Generic Internationalization Strategies of Emerging Market Multinationals: The Ca of Chine Firms 译文题目：新兴市场跨国公司的通用国际化战略:以中国公司为例 |
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房屋装修风水学 号 | |
二级学院 | 美女图片合集 |
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指导教师鼻子粉刺 | |
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1 Introduction萦回
foreign direct investment (FDI) outflows and the remarkable ri of multinational enterpris (MNEs) from emerging economies. FDI outflows from emerging economies reached a record level of $553 billion in 2014, accounting for 39% of global FDI outflows compared with only 12% at the beginning of the 2000s . Emerging market multinational enterpris (EMNEs), as vehicles of FDI outflows from emerging economies, are expanding overas at an increasingly large scale and at an ever-accelerating speed. In 2014 there were 123 MNEs from the BRIC countries (Brazil, Russia, India, and China) on the Fortune Global 500 list, as compared with about 20 companies from the countries a decade ago.
得多音字The evolution of EMNEs has gained attention of scholars in international business (IB) and strategic management, prompting them to rethink and develop models and theories relating to the internationalization of firms. Although there was some interest in emerging market multinationals since the early 1980s , attention to this topic became an import rearch in international business in the 2000s, becau emerging-market firms are quickly catching up and internationalizing in recent years. Scholars are starting to take st
ock of what is actually known about EMNEs and what is speculation .
Particularly, the ri of emerging economies such as China and India has generated a number of EMNEs, providing an opportunity for scholars to review the theories of MNEs’ internationalization in contemporary context. For example, Paul and Mas examined the common factors that had contributed to the emergence of Chine and Indian multinationals in the global market including their focus on exports, manufacturing growth, science and technology, etc. One of the evolving rearch entails adopting both strategic view and international business studies, a pilot study of which derived from ca studies of Indian companies propos the generic strategies for EMNEs as they embark on an international expansion.
In this rearch, the major question is raid as what are the generic strategies of the internationalization of Chine firms? What are the strategic directions including the targeted countries, value chain movement, branding, and mode of entry that Chine firms are executing in their overas expansion? How do the choices and combination of
strategic directions ultimately lead to the distinct path of Chine internationalization? What are the firm-specific factors that have influence on the generic strategies of Chine internationalization?
We consider the questions through examination of the strategies of Chine EMNEs as they propel increasing FDI outflows world widely. We argue that the models explaining the generic strategies of Indian multinationals can be extended and modified to the study of Chine multinationals. We begin by lecting and describing cas of Chine EMNEs in typical manufacturing industries. We then examine the strategic directions for each of the Chine EMNEs in its internationalization, which include a multinational’s targeted countries, value chain activities in host country, choice of original equipment manufacturer (OEM) versus own branded manufacturer (OBM), and themode of entry. On the basis of this analysis, we identify and discuss the generic internationalization strategy that can be illustrated from Chine EMNEs. Further discussions on veral firm-specific the industry a multinational is concerned of, the experience of its overas operations, R&D intensity as indicator of firm-specific advantage are ud to de
华山东峰
velop practical and theoretical insights from the internationalization of Chine EMNEs. We conclude the paper by offering a few directions for future studies of the internationalization strategies of emerging-market multinationals. We believe this study will be helpful for deepening our understanding of the internationalization of EMNEs by bringing the analysis of multinational’s generic strategy into the focus.
院办2.Literature Review
International business studies are emerged from investigations of developed economies in North America and Europe. Conquently, mainstream IB theories on internationalization have been developed bad on studies of developed-country multinational enterpris (DMNEs). Such theories, for example, monopolistic advantage theory , product life cycle theory , the eclectic or ownership-internalization-location (OLI) paradigm, and the internationalization process model , have provided a strong foundation for explaining the prence of MNEs. Some scholars thus argue that the emergence of EMNCs can also be explained with the theories. For example, Dunning et al. relies on 蔑视拼音
OLI framework to explain the existence of EMNEs, which have become multinationals despite their limited firm-specific advantages. Rugman argues that EMNEs do not have firm-specific advantages, and their internationalization depends on the country-specific advantages in low-cost labor, finance, economies of scale, and natural resources.
On the other side, a widely accepted taxonomy of strategies such as multi-domestic, transnational, and global strategies of DMNEs exists , few schemes have described the strategies of EMNEs in building up their global prence . Rearchers suggest that the multinationals from emerging markets have pursued distinctive approaches to internationalization and they enjoy different specific advantages than multinationals from developed countries. At this point, the resource-bad view of firms originated from strategic management has enriched IB studies in explaining the behavior of EMNEs , since the traditional strategic management approach has not yet yielded substantive knowledge within rearch on internationalization as a strategic process adopted by MNEs . Mathews introduces the linkage, leverage, learning (LLL) framework, which is consistent with the extended resource-bad perspective, to provide the explanations of t
he rapid appearance of EMNCs. Luo and Tung describe that EMNEs u international expansion as a springboard to obtain new resources and capabilities via the alliances or acquisition of firms to upgrade capabilities at home and catch up to DMNCs.
