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How large Chinese companies establish international competitiveness in other BRICS: The case of Brazil
Linnaeus University, School of Business and Economics, Department of Marketing.
Stockholms universitet.
2013 (English)In: Asian Business & Management, ISSN 1472-4782, E-ISSN 1476-9328, Vol. 12, no 5, p. 539-563Article in journal (Refereed) Published
Abstract [en]

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.

Place, publisher, year, edition, pages
2013. Vol. 12, no 5, p. 539-563
Keywords [en]
large Chinese companies, global competitiveness, take-off and entry strategies, BRICS
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
URN: urn:nbn:se:lnu:diva-31270DOI: 10.1057/abm.2013.17ISI: 000326928100005Scopus ID: 2-s2.0-84887473642OAI: oai:DiVA.org:lnu-31270DiVA, id: diva2:679601
Available from: 2013-12-16 Created: 2013-12-16 Last updated: 2017-12-06Bibliographically approved

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Jansson, Hans

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