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Article

Ajay Kumar Singal and Arun Kumar Jain

The purpose of this paper is to understand and map the global competitiveness of firms in emerging markets. The authors refine a framework (called the “strategic control

Abstract

Purpose

The purpose of this paper is to understand and map the global competitiveness of firms in emerging markets. The authors refine a framework (called the “strategic control map”, or SCM) that looks at market capitalization – using two parameters of book equity (size) and price to book ratio (performance) – as a key driver of the competitiveness of firms. However, the SCM has limited value in the context of smaller and largely domestic firms, as is the case in emerging markets. To develop a more comprehensive understanding, additional vital metrics such as the degree of internationalization need to be considered.

Design/methodology/approach

The authors compare top 100 Indian firms against global firms on four dimensions – i.e. market price to book ratio, book equity, scope and scale of international operations. The authors consider data for the year 2009-2010 to make comparisons.

Findings

The SCM, formulated with a developed market focus, is not suitable in the context of emerging markets as it fails to consider internationalization as essential to compete at the global level. Accordingly, the authors propose a new conceptual framework, referred to as the “strategic positioning map” (SPM).

Originality/value

In this paper, the authors argue that “international intensity” and “market capitalization” can be two important dimensions to map the relative paths of growth for firms from emerging markets.

Details

Journal of Business Strategy, vol. 35 no. 1
Type: Research Article
ISSN: 0275-6668

Keywords

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Article

Arun Kumar Jain and Ajay Kumar Singal

This paper aims to look at corporate vulnerability – a concept unexplored in literature. It analyzes how firms develop vulnerability as a result of past strategic…

Abstract

Purpose

This paper aims to look at corporate vulnerability – a concept unexplored in literature. It analyzes how firms develop vulnerability as a result of past strategic decisions and business practices like global sourcing, outsourcing, business models, manufacturing practices, diversification, etc.

Design/methodology/approach

This paper relies on cross-disciplinary theories from natural hazard management and strategy literature to put forth a definition of strategic vulnerability and its dimensions.

Findings

Strategic vulnerability is seen as a multidimensional construct having at least three attributes: Tangible resources that capture the physical assets dimension; Capabilities are the skills, learning and knowledge part; and Fitness that represents the collective ability of an organization to cope with external and internal challenges. Further, vulnerabilities remain inherent in the firm, and may not be visible until organizations face some external stress or adverse scenario.

Research limitations/implications

The framework needs further empirical testing through case studies or other methodologies to bring forth managerial reflections on the three dimensions identified in the paper.

Originality/value

Strategic vulnerability framework helps managers to analyze the dimensions that make strategic position of firms vulnerable to existing or emerging competition. Based on the vulnerability analysis, managers can initiate actions to improve competitive positioning of their firms.

Details

Journal of Business Strategy, vol. 35 no. 6
Type: Research Article
ISSN: 0275-6668

Keywords

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Article

Ajay Singal and Arun Kumar Jain

The purpose of this paper is to understand the int4ernationalization path(s) of emerging multinational corporations (MNCs) from India applying the existing theories. Later…

Abstract

Purpose

The purpose of this paper is to understand the int4ernationalization path(s) of emerging multinational corporations (MNCs) from India applying the existing theories. Later on, the paper aims to check for newer explanations using fresh concepts, if required.

Design/methodology/approach

The paper relies upon information from published sources and company annual reports. The authors took CNX100 firms operating in three sectors: viz. automotive, pharmaceuticals and information services, and studied their path of internationalization to draw conclusions.

Findings

Existing theories do not fully explain the internationalization process of emerging MNCs from India. The paper develops a fresh capability‐based model based on the trends that Indian firms build strategic capability before going for asset accumulation to compete at global levels. For this they use various approaches including strategic alliances, joint ventures, and technology acquisition.

Research limitations/implications

The conceptual framework has not been empirically tested.

Originality/value

The paper suggests a fresh conceptual framework “capabilities‐then‐size” that defines the strategic path firms from emerging economies can take to internationalize and compete at global level.

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