Accel Share Company (ASC)

, 124–125

Acceptability, affordability, accessibility, and awareness approach (4A approach)

, 59–60

Acquisition

, 58–59

Active/engaged participation

, 135

Activities

, 12–13, 106

Actors

, 12–13, 106

Adaptation

, 107

Adaptive orientation

, 50

Alliance(s). See also Strategic alliances

, 4–5

in fast-adapting countries

, 13–15

in medium-adapting countries

, 15–17

on networks

, 84–85

portfolios

, 108–109

in slow-adapting countries

, 17–18

Ansoff’s matrix

, 51–52

Baltic states

, 151–152

Brazil, Russia, India, ina, and South Africa (BRICS)

, 145–146

Business

B2B firms

, 106

environment

, 61–62

networks

, 106

Case study

, 127

Central and Eastern Europe (CEE)

, 145

Chinese government

, 74

Cognitive pillars

, 70, 107–108

Collaboration

, 102–103, 115

Collectivism

, 148

Common motives

, 19–20

Competitive strategies in international market

, 50

Complementary resources

, 82

Construct validity

, 9–10, 136

Corporate strategy

, 48–49

Corruption

, 76

index

, 76

Cost focus strategy

, 53

Cultural factors

, 77–78

Culture

, 108

Dagens Industri

, 9

Degree of internationalization

, 91

Degree of standardization in marketing programs and processes

, 53–54

Demographics

, 59–60

Developing countries

, 34

Differentiation focus strategy

, 53

Differentiation strategy

, 53

Diversity

, 59–60

Dominant/transformative participation

, 135

Dynamics

, 59–60

Eastern and Central Europe (ECE)

, 3, 6, 48–49, 81–82, 116–118

countries

, 5

liberalization of ECE region

, 4

marketing strategy alternatives for

, 54–57

markets

, 4–5

selection of countries

, 6–7

Emerging economies (EEs)

, 47–50

Emerging markets (EMs). See also International markets

, 31–34, 48–49

aims and research questions

, 42

characteristics

, 32

contributions

, 42–43

development process in

, 34–37

disposition

, 44

EU Membership

, 39–42

European transition economies

, 37–42

limitations

, 43–44

linking emerging markets characteristics

, 60–61

strategies

, 53–57

Enterprises-international marketing alliances (E-IMAs)

, 25, 86

Environment(al)

, 11, 49–50, 107–108

factors

, 21

uncertainty in transition economics

, 71

Espionage

, 74

Estonia, economy in

, 154

Estonian enterprises

, 35–36

EU Membership

, 39–42

European transition economies

, 34, 37–42, 145

case countries

, 152–155

classification

, 149–152

cultural factors

, 147–148

economic situation

, 148–149

social and political situation

, 146–147

Exchanges

relationships

, 90

of resources

, 20–21

Experience

, 12, 103–104

Experiential learning model

, 61–62

“Exploring Corporate Strategy”

, 48–49

External validity

, 9–10, 136

Fast-adapting countries, alliance in

, 13–15

Financial institutions

, 73

Firms

, 102–103

Flexibility

, 127

Foreign firms

, 34–35

Foreign partners

, 20–21

Formal institutions

, 75

German investment

, 149–150

Getinge in Hungary

, 14, 124–125

Government institutions

, 73–74

Grafting

, 12, 103–104

Greenfield

, 58–59

Gross national product (GNP)

, 49

Growth

, 107

Hard infrastructure

, 75

Hard institutions

, 75

Hungary, economy in

, 153–154

Imitation

, 12, 103–104

Income variation

, 75–76

Individual firms

, 91

Individual motives

, 19–20

Industrial network approach

, 12–13, 90

Inflation rate

, 37

Informal institutions

, 75

Infrastructure

, 75–76

variation

, 75–76

Institution(al)

, 70, 71, 107–108

complexity

, 69, 107–108

cultural factors

, 77–78

environment

, 69

ethical issues

, 76–77

factors in emerging markets

, 69

financial

, 73

government

, 73–74

infrastructure

, 75–76

law and regulations

, 74–75

networks

, 106

pillars

, 70

political factors

, 71

theories

, 69

voids

, 57

weakness

, 53

Inter-firm relationship-based networks

, 93

Interdependent relationships

, 90

Internal validity

, 9–10, 136

International business (IB)

, 49–50

International Journal of Emerging Markets

, 32

International marketing strategy (IMS)

, 47–48, 50

International markets. See also Emerging markets (EMs)

competitive strategies in

, 50

market entry strategies in

, 50

methods of entry to

, 51–53

Internationalization process of firm

, 61

Interorganizational collaborations

, 114

Joint participation

, 107

Joint ventures (JVs)

, 9–12, 51, 58–59

Knowledge

, 4, 36–37

Law and regulations

, 74–75

Learning

, 11–12, 21, 61–62, 92–93, 103–104

Legitimacy

, 108

Liberalization of ECE region

, 4

Licensing

, 12

Lithuania, economy in

, 154–155

Local partners

, 20–21

Longitudinal research design

, 121

Longitudinal Research on Aging Drivers (LongROAD)

, 121–122

Longitudinal study

, 129

Low-cost production factors

, 22–23

Market(ing). See also International markets

, 43, 49–50

development

, 38–39

economy approach

, 15

entry strategies in international market

, 50

knowledge

, 61–62

market-supporting institutions

, 58–59

orientation constructs

, 109

strategy

, 51

strategy alternatives for Eastern and Central Europe

, 54–57

Medium-adapting countries, alliances in

, 15–17

Metaethnography

, 126

Motives

, 11–12, 101–103, 109–110

Multinational business enterprises (MBEs)

, 61–62

Multinational corporations (MNCs)

, 24, 49–50, 58, 60–61

Multinational enterprises (MNEs)

, 58–59

Multinational enterprises from developed economies (DMNEs)

, 86

Multinational enterprises from emerging economies (EMNEs)

, 25, 86

National cultures

, 147–148

Network(ing)

, 11, 105–106, 109–110

approach

, 90

capability

, 103

development

, 21

in industrial markets

, 85–86

theory

, 90

Normative pillars

, 70, 107–108

OECD

, 147

Organization(al)

cultures

, 108, 147–148

effectiveness

, 106–107

research

, 119–120

theory

, 102–103

Partners

interest

, 106–107

time orientation

, 92

Performance

, 11–12, 21, 106–107

Poland, economy in

, 152–153

Political factors

, 71

Porter’s competitive strategies

, 51–53

Post-strategic alliance phase

, 87, 93

Pre-strategic alliance phase

, 87

Pro-learning culture

, 82

Profit

, 107

Pure strategies

, 59–60

Qualitative data analysis software (QDAS)

, 127–128

Qualitative research

, 119–120

Quantitative research

, 119–120

Reciprocal causality

, 121–122

Regional integration

, 38–39

Regulative pillars

, 70, 107–108

Reliability

of data

, 9–10

in theoretical perspectives

, 136–137

Republic of Lithuania

, 154–155

Research and development (R&D)

, 13–14

Research methods

, 113–114

case study as research method

, 126–129

cases presentation and analysis

, 138–139

cases selection

, 128–129

data collection

, 129–136

execution of interviews

, 130–135

factors

, 137–138

literature review

, 123–124

method critique

, 139–140

preparation and modification of questionnaire

, 129–130

presentation of results

, 139

recommendation for future research

, 140

recorded interview and transcribed information

, 135–136

revising and restructuring research issues, problems, and purpose

, 124

selection of respondents

, 130

theoretical framework development

, 124–126

validity and reliability of research findings

, 136–138

Research strategy

, 114–123

Eastern and Central Europe

, 116–118

research designs

, 121–123

selection of countries

, 118–119

Resistant/passive participation

, 135

Resource(s)

, 11–13, 103, 106

complementarity

, 102

dependence theory

, 102–103

Russian government

, 74

Shared risk

, 19

Slow-adapting countries, alliances in

, 17–18

Small-and medium-sized enterprises (SMEs)

, 90

Social networks

, 12–13, 106

Social relationships

, 82

Socio-economic system

, 59–60

Soft infrastructure

, 75

Soft institutions

, 75

Strategic alliances

, 7, 13–18, 81–82, 128

applied method

, 6–10

case presentation and analysis

, 10

case selection

, 8–9

case study as research method

, 7–8

conceptual framework

, 87–93

data collection

, 9

implications

, 21–24

journey of

, 82–83

and JVs

, 85

literature review

, 24–25

literature review

, 84–87

managerial implications

, 95–96

and networks

, 84–85

phase

, 87, 89

research approach

, 7

research findings and literature

, 19–21

research implications

, 23–24

research issues

, 5–6

theoretical foundation of study

, 11–13

theoretical framework

, 7, 23

Strategic Alliances in Eastern and Central Europe

, 3

Strategy

, 47–50

competitive strategies in international market

, 50

emerging markets strategies

, 53–57

linking emerging markets characteristics

, 60–61

market entry strategies in international market

, 50

methods of entry to international markets

, 51–53

pure strategies

, 59–60

reinventing strategies for emerging markets

, 57–59

strategic behavior approach

, 102–103

Uppsala model of internationalization

, 61–62

Survival

, 107

Swedish Export Trade Council (SETC)

, 8–9

Swedish firms

, 43, 75, 128

Synergism

, 12, 103–104

Technical knowledge

, 61–62

Technology

, 43

Telia

, 77

Theory triangularization

, 9–10, 137

Time

, 108–109

Transaction cost theory

, 102–103

Transformation of Strategic Alliances

, 24–26

Transition economies

, 34

UK firms

, 56

Uncertainty

, 71

Uppsala model of internationalization

, 61–62

Validity

of data

, 9–10

in theoretical perspectives

, 136–137

Value creation

, 25, 86

Western firms

, 39

motives for entering alliances

, 102