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3. Organizational Responses to Institutional Changes—A Review and an Extension

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dc.contributor.author Mukundhan K. V.
dc.date.accessioned 2016-07-22T06:27:24Z
dc.date.available 2016-07-22T06:27:24Z
dc.date.issued 2013-01
dc.identifier.issn 2277-9752
dc.identifier.uri http://hdl.handle.net/2259/842
dc.description IIM Kozhikode Society & Management Review 2(1) 21–30 © 2013 Indian Institute of Management Kozhikode en_US
dc.description.abstract As economies undergo institutional transition, firms change their internationalization strategies to take advantage of the prevailing institutional environment of the time. Extant studies on firm internationalization have predominantly focused on the effects of host country institutional environments in determining the internationalization strategies of firms. However, recent evidence from emerging market firms indicates that motivations for going international, the choice of international locations and modes of market entry are influenced in part by the institutional environment of the home country. Underlying the successful internationalization of emerging market firms is a transformation in perspective from critical wariness to one involving foreign multinationals in the development process. Drawing upon the experience of Indian firms, this article accounts for the evolution of emerging country multinational enterprises and explains their internationalization by mapping the observed patterns to institutional changes in their home environment. In the process, this article develops propositions that map the internationalization strategies of firms with the maturation of economic institutions in their home country. en_US
dc.language.iso en en_US
dc.publisher Sage Publications en_US
dc.subject Institutions en_US
dc.subject Market entry en_US
dc.subject Location choices en_US
dc.subject Emerging markets en_US
dc.subject FDI motivations en_US
dc.title 3. Organizational Responses to Institutional Changes—A Review and an Extension en_US
dc.type Article en_US


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