Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
7413357 | Journal of World Business | 2018 | 15 Pages |
Abstract
This article leverages a case study of a recent Chinese acquisition in the United Kingdom to explore the upgrading of capabilities in the subsidiaries in developed countries acquired by emerging market multinational enterprises (EMNEs). The seemingly implausible upgrading phenomenon is explained by the EMNEs' complementary assets, their GVC lead firm positions and the unique power relationship between the acquirer and acquired firms, which enable the EMNEs to 'impel' upgrading and encourage 'co-learning' in their acquired subsidiaries. The contributions to the literature on EMNEs, global value chains, and organizational learning are outlined and discussed.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
Shaowei He, Zaheer Khan, Oded Shenkar,