Purpose Regarding globalization trends, it is essential for multinational corporations (MNCs) to operate in China if they are to succeed in the international business environment. It is therefore vital to study how those MNCs investing in China have fared. The purpose of this paper is to devise a robust conceptual framework for the evolvement of market-seeking investments in emerging markets. Design/methodology/approach The typology is based on a network approach to internationalization processes, where a case study is made of Swedish MNCs' experience of the Chinese market. Findings The case study contributes to the mostly static foreign direct investment (FDI) theory as well as the entry mode approach, both of which have paid little attention to the FDI carried out by MNCs in emerging markets 5-15 years after initial entry. Originality/value The case study also contributes to the mostly static FDI theory as well as the entry mode approach, both of which have paid little attention to the various types of FDI carried out by MNCs in emerging markets 5-15 years after initial entry.

This paper argues for the need for methodological development within international business (IB) research. This need is born out of the dominance of positivistic research within the field which both marginalizes other scientific approaches and jeopardizes practical relevance. The purpose of this paper is to consider collaborative research, almost non-existent within IB research, as a possible way forward. A performed collaborative research project and its methodology is described and lessons learned, challenges and possibilities are discussed. Our conclusion is that collaborative research may bridge the possible gap between scientifically valid and practically relevant results, but that this requires collaboration and interaction to permeate the whole research process, from planning, through execution to post-project activities.

With the major role taken in the global economy by emerging markets, a key issue in contemporary marketing research is the relevance of Western marketing ideas, both from a theoretical and practical perspective. This paper researches this issue for China, being the fastest growing emerging market in the world and therefore becoming a role model for marketing in such markets. The purpose is to specify a network marketing theory relevant for Western MNCs in emerging markets. In order to do so, an integrative framework was developed based on network marketing theory and institutional network marketing theory. From the latter four basic rules are pinpointed and thereafter applied to European and Chinese business networks respectively. The thought styles are based on symbols such as words, signs and gestures. Norms and values influence how business marketers think and act. Enforcement mechanisms concern how to construct the sanction and incentive system in order to reward or punish individuals and groups within the firm together with establishing surveillance and assessment system to control the enforcement of marketing practice.

Based on the framework of the basic rules, a measurement instrument was developed and tested in a pilot study in spring 2013. For the standardized questionnaire the four theoretical basic rules were broken down into 15 sub-concepts and thereafter derived into 45 items. Altogether these constitute a basis of a comparative marketing framework. The items are formulated as statements on a six-point interval scale about Chinese and Western marketing. For the purpose of this paper, 24 items were selected to constitute the basis for analysis as they focus particularly on network marketing. A low number (1) expresses a wholly European perspective on network marketing and a high number (6) a wholly Chinese perspective. Two to five is a mix of these marketing types, where 3–4 represents the most even mixture of network marketing types in the emerging market. In the pilot study nine Swedish MNCs were visited at their subsidiaries in the Shanghai area. The primary data was collected through structured face-to-face interviews with two managers—one of Swedish and one of Chinese origin—per case interviewed separately, so in total 18 interviews were conducted. The interviews were undertaken in English, sitting side by side with the managers, discussing their answers while they were filling out the questionnaire. It was followed by an interview with the respondent based on a semi-structured interview guide in order to have as good control as possible of primarily the reliability, but also the validity, of the questionnaire.

The results and analysis show that in subsidiaries of Swedish MNCs in China, the European network marketing type still prevails. Some adaptations have been made though, as also a mixture between European and Chinese network marketing types can be seen. A limited number of adaptations into a Chinese network marketing type were identified, even if the managers themselves perceive that they have made adaptations when working in Swedish subsidiaries in China. When comparing European versus Chinese manager groups, the European managers tend to perceive the firm to hold a view closer to a Chinese network marketing type more often than the Chinese managers do. This indicates that the European managers regard that the Swedish subsidiaries have adapted more to the Chinese market than the Chinese mangers regard them to have done.

Purpose - The purpose of this paper is to establish a comparative conceptual framework to analyze hybrids of western and Chinese strategic management types, where the foundation is an institutional strategic management theory.

Design/methodology/approaeh - This framework is then applied to develop a research instrument that is used in a pilot study of 21 cases in China, primarily Swedish MNCs.

Findings - In this study, a complex picture emerges of the various mixes of management types in international firms operating in China. The results demonstrate that the comparative institutional strategic management framework developed seems to work for studying such mixtures of management types.

Researeh limitations/implieations - The discussion is based on the assumption of two dominating management types in international firms in China. The authors have found different mixtures among the firms. Besides strategic management, the theory and instrument might also be useful for human resource management issues like recruitment and talent management.

Praetieal implieations - Practical implications include a potentially useful measurement tool for strategic management in international firms and for evaluating executives in existing and new positions. Moreover, a contribution is made to global management, since the framework is also useful for comparing strategic management types of international firms in and outside China.

Originality/value - This paper contributes to this research in two ways. First, a comparative theory is specified to study the hybrids of strategic management types of international firms, especially for firms in China. Second, an instrument is developed for researching such management mixes and used on a pilot study of international firms operating in China.

Purpose – The purpose of this paper is to investigate the establishments of Chinese wholesale and retail market platforms in China and Europe, creating a new takeoff route for SMEs from China, and to theorize on this as a new collective route to internationalization.

Methodology – An exploratory case study has been undertaken covering four Chinese market platforms: the role model in Yiwu, China, and the establishments in Warsaw, Poland; Budapest, Hungary; and Kalmar, Sweden.

Findings – A new collective internationalization route is identified, driven by the collectivistic Chinese culture. Here Chinese SMEs diverge from traditionally suggested paths of internationalization, taking off independently from the domestic business network but form a joint market platform in the foreign market. This collective behavior compensates for the resource constraints of internationally inexperienced Chinese SMEs. From the market platform, they plug into the local market network and are provided with economies of scale and scope, ultimately making them internationally competitive. This collective route offers the potential for joint learning and risk reduction when entering distant markets in the early internationalization stages.

Originality/value – The paper reports on an overlooked empirical phenomenon, namely the establishment of Chinese wholesale and retail market platforms in China and Europe. Through this establishment a new collective route into the global market by Chinese SMEs is identified and theorized.

Keywords – Collective Internationalization Processes; Market Entry Modes and Nodes; Motives of Internationalization; Market Platforms; Chinese SMEs

Paper type – Research paper

With the major role taken in the global economy by emerging markets, a key issue in contemporary international marketing research is how multinational corporations adapt their marketing to these markets. This paper researches this issue for Swedish firms established in China through a case study of nine subsidiaries in Shanghai, interviewing European and Chinese managers at each firm. The comparative conceptual framework derived from business-to-business marketing theory and institutional theory was operationalized into a standardized questionnaire in order to compare European and Chinese types of network marketing. The analysis shows that the European network marketing type largely prevails among Swedish subsidiaries in China. Adaptations have been made, as also a mixture between European and Chinese network marketing types can be seen. However, a limited number of adaptations into a Chinese network marketing type were identified. European managers tend to perceive the firm to hold a view closer to a Chinese network marketing type more often than the Chinese managers do, which indicates that they regard the Swedish subsidiaries to have adapted to the Chinese market to a higher extent than the Chinese managers do.

Based on an abductive approach, a case study is performed on two Chinese multinational corporations (MNCs) operating in the construction equipment industry. These firms do not yet compete directly with major global firms. The reason for this is that Chinese firms have mainly built up international competitive strength in the low-price segment. A major result is a theory on the initial internationalisation strategy of Chinese firms. The main strategic counter-move by European MNC and other major incumbents seems to be to enter the low-price segment in emerging markets, for example, by acquiring local Chinese brands.