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This paper aims to provide advanced market managers in Europe, the USA or Japan with a long-term framework to prepare for and seize emerging market innovation opportunities.

This paper is based on eight years of studying emerging market innovation opportunities, how to prepare for them and how to seize them. This study mainly draws on experiential learning in the automotive sector, particularly in China.

The framework details the strategic co-evolution of advanced market firms, emerging market governments, customers and competitors through four stages of innovation. Emerging markets such as China and India at different stages, depending on the national context of development as well as the particular market context.

This research is primarily based on cases in the automotive sector. Challenging the ongoing assumption of superior advanced market innovation, this paper contributes to insights on the new innovation world order and how to invest in emerging market innovation opportunities.

The framework helps advanced market managers identify the strategic stage they are in, depending on the emerging market context. It provides them with long-term strategic insights, helping them anticipate moves and countermoves by emerging market governments and competitors, as well as anticipate the rapidly shifting needs of emerging market customers.

The four-stage framework brings together advanced market firms, emerging market governments, customers and competitors in a clear big picture. It conditions emerging market success in the even bigger picture of advanced market firms drawing on their learning in emerging markets in stages 3 and 4 to accelerate the renewal of their core business.

Purpose – This chapter illustrates how agent-based modeling (ABM) simulations may be incorporated into future emerging market research so as to build and strengthen existing and new theory. The area of strategy and organizations has used cellular automata, NK landscapes, and network simulations, but international business has rarely entertained their use. This is a loss for the area because emerging markets are rapidly growing and changing while research lags behind. Emerging markets are extremely complex environments best studied using simulations as complementary to existing research tools.

Design/methodology/approach – This chapter divides emerging market studies into three main areas including (1) foreign direct investment, (2) governance structures, and (3) international trade exporting. Through a discussion of the existing research in each of these areas, research opportunities applying ABM are identified. Illustrations allow explanation of the three agent-based simulation methods, as mentioned, based on previous ABM research in strategy and demonstrate how ABM may be applied to future emerging market studies.

Findings – A main insight is that ABM could lead to the rapid catch-up and improvement of emerging market research, especially when data for empirical work is limited, nonexistent, or prohibitively expensive to gather. ABM does not replace empirical work, but past research can be clarified and early theory developed so that if data becomes available, empirical work can be sharp and quickly realized having strong theoretical guidance.

Originality/value – This work, aimed at emerging market researchers, uniquely highlights why and how simulation tools are required and may be used in emerging market research.

This paper aims to explore the delayed, then accelerated, internationalisation of an emerging multinational enterprise (EMNE), with a particular focus on the media technology sector, and how it exploited complementarities between emerging markets.

The research is qualitative in nature and focuses on the expansion of a South African media technology EMNE case study that has a footprint in over 130 countries and has one of the largest market capitalisations of any media company outside the USA and China.

EMNEs have unique capabilities in navigating uncertain institutional environments in emerging markets and are able to capitalise upon the institutional complementarities between their home and host countries. This may facilitate the recognition of market opportunities and the harnessing of new technologies to meet these opportunities in complementary markets for accelerated internationalisation.

EMNEs must capitalise upon the institutional complementarities between home and host country locations and use this to take advantage of identified market opportunities. This creates the possibility for a process of accelerated internationalisation. New technologies are creating particular market opportunities in emerging markets which can be exploited by EMNEs.

The authors provide a framework which illustrates how an EMNE can exploit complementarities between emerging markets to identify market opportunities, capitalise upon institutional similarities and harness new technologies in the process.

The purpose of this paper is to explore the influence and advantages of leadership multiculturalism on global strategy development through cross-border mergers and acquisitions (CBA) and corporate social responsibility (CSR) from emerging market multinational companies (EMNCs) expanding into emerged markets. The key contribution of asymmetric multiculturalism is a novel finding based on inductive research. We fill a gap by further linking business leader characteristics and corporate strategic actions and examining how multicultural business leaders from emerging markets can be highly effective at CBA and CSR.

The paper draws on in-depth interviews, observations and documentary evidence analyzed with iterative coding, construct definition and thematic development to understand how leadership multiculturalism affects CBA and CSR in an EMNC over time.

The new construct of leadership asymmetric multiculturalism describes strategic advantages accruing to leaders from developing markets who are culturally fluent in both emerging and emerged market milieus. The construct contributes to emergent research on the rise of multicultural leaders and their strategic advantages and delineates a pathway toward identifying advantages of emerging over emerged market business leaders.

The research addresses specific CBA and CSR strategies within one emerging market region and EMNC. Future research should further articulate and validate the key construct of asymmetric multiculturalism, further examine its sources, draw more explicit comparisons with data from emerged market leaders, and explore the applicability of these findings to strategic actions and advantages in both emerging and emerged markets.

Emerging market corporate leaders should identify and develop pertinent aspects of their own asymmetric multiculturalism in enacting CBA and CSR strategy with respect to EMNCs and firms from developed markets. Emerged market leaders should become more aware of and cultivate their own multiculturalism.

Asymmetric multiculturalism can be accompanied by heightened awareness of global citizenship — including codes of ethics, environmental challenges, community outreach and fair labor practices — which, in tandem with CBA, can strengthen emerging market firms’ performance and reinforce their global stature and reputation.

Asymmetric multiculturalism is a new explanatory construct in the sociological, economic and management disciplines. Emerging markets corporate leaders utilize their multicultural competence to accelerate global CBA and CSR activity and advance strategic opportunities for their firms. The identification of advantages deriving from emerging market leadership capabilities is an unusual finding given the more typical emphasis on the privileges of emerged market leaders and firms.

Despite the growing debate about differences in consumer attitudes and behavior in emerging and developed markets, there is little research on the differences in consumer value perceptions and their influence on purchase intentions. Focusing on the theory of impression management, the purpose of this paper is to introduce a conceptual framework incorporating the social (conspicuousness and status), personal (hedonism and materialism) and functional (uniqueness and price‐quality perceptions) value perceptions using the context of luxury goods.

Data were collected through a structured questionnaire‐ based study of consumers in four countries, representing two leading Western developed luxury markets (the US and the UK) and two important Eastern emerging markets (India and Malaysia). Multiple‐group SEM analysis was used to analyze the data.

The findings show several differences in the influence of value perceptions on consumer purchase intentions in the Western developed and Eastern emerging markets. The study highlights the importance of understanding the homogeneity and heterogeneity in consumer consumption decisions and provides managers with a basis to adapt their strategic responses.

The results offer needed empirical support and cross‐cultural stability to the much theorized construct of value perceptions by exploring their effects within and between Western developed and Eastern emerging markets. Additionally, it unifies and complements the previous work by integrating the theory of impression management and value perceptions framework, thus providing a comprehensive theoretical framework with empirical support.

Purpose – The purpose of the paper is to advance knowledge on how firms should rethink and develop their innovation architecture by leveraging emerging market opportunities.Design/methodology/approach – The paper provides a conceptual framework comprising the drivers and consequences of innovation architecture across emerging and developed markets. It also highlights emerging market innovation characteristics using detailed examples.Findings/conclusions – Most of the future growth in the global economy will come from emerging markets. Successful global firms will have to rethink and develop their innovation architecture by leveraging innovations developed for emerging markets. By balancing the long-term costs and benefits of innovations in both developed and emerging markets, global firms can successfully reshape their innovation architecture.Practical implications – From a practical perspective, the paper provides guidelines to executives for managing innovation architecture across emerging and developed markets. Innovations appropriately developed and launched in emerging markets have the potential to expand global consumer base and increase shareholder value.Social implications – From a societal standpoint, the paper helps improve consumer welfare in emerging markets by offering a roadmap to develop safe, relevant, and affordable products for mainstream customers. Reverse innovations, developed primarily for emerging markets also benefit consumers in developed markets and enhance their social welfare.Value/originality – The paper provides an original theoretical contribution in an important and underexplored research area – emerging market innovation. It is the first to develop an in-depth analysis of innovation architecture, advance a conceptual framework of the role of emerging markets in the development and consequences of innovation architecture, and offer a roadmap for strategic management of innovation architecture. Academic researchers, practitioners, and policy makers will benefit from this paper.

How to enter and expand in a newly emerged foreign market is less understood. Should multinational enterprises move fast or slowly? In this study, the authors take China as the context to investigate what factors will lead to a fast expansion strategy in a foreign market. The purpose of this paper is to understand whether fast expansion benefits firms’ performance in a rapidly emerging market.

Based on insights from field interviews, the authors developed a theoretical framework. Then, the authors collected data from surveys of managers of multinational enterprises from Western countries to test their hypothesis. This research context is based on the experience of multinational enterprises in China which opened up to foreign direct investment in 1979.

This study shows that internally, strategic long-term investment goals, top management team commitment and externally switching costs and the growth in the demand market which will push firms to expand fast in the newly emerged China market. Faster pace of expansion benefits the performance of multinational enterprises in a newly emerged market.

Based on the onsite interviews followed by the survey of top managers of multinational enterprises located in China, this study provides a fine-grained analysis of the importance of pace and its key antecedents. Thus, the results provide new insights to decision-makers of multinational enterprises when considering expanding in an emerging market at its early stages of growth.

The purpose of this paper is to review the extant literature on the institutional, market‐centered, and the resource‐based perspectives on the internationalization of BGs in emerging markets; to suggest that business group affiliation is an important ingredient in the internationalization of emerging market MNCs; and to offer examples of internationalization from one emerging market, Turkey.

This is a critical literature review integrating two strands of literature, the institutional, market‐centered and resource‐based theories of internationalization and the OLI and the LLL models of emerging market multinationals' international expansion.

The theorizing indicates that an integrated theoretical approach should lead to a better understanding of emerging market business group affiliates' internationalization.

As a literature integration paper, the paper is limited in its practical implications.

The paper is a critical literature review and is likely to lead to testable hypotheses about the internationalization of business group affiliates from emerging markets.

The purpose of this article is to present a strategic conceptual framework for targeting and mining the emerging market segment of Black philanthropy (black gold).

This strategic and normative conceptualization utilizes a socio‐historical and socio‐cultural perspective to posit the black gold construct and recommend tactics for mining it.

Black communities have historically engaged in social justice and self‐help activities for racial equality and advancement and with increasing levels of wealth accumulation now comprise a significant market for philanthropic giving for domestic and global non‐profit organizations. However, in light of Black America's tortured socio‐historical experience and racial/cultural identity, non‐profits must devise a historically‐informed and culturally‐nuanced strategy of relationship marketing to mine the emerging market of black gold.

Domestic and international non‐profits can utilize the proposed strategic conceptual framework to increase their donor and volunteer participation in segmented or minority philanthropy markets.

The proposed framework is strategic in nature, original in conceptualization, and socio‐historical and cultural in its methodological analysis. It can serve as a model, with some contextual modification if necessary, to tap other minority philanthropy markets.

Earlier studies establish a positive relationship between volatility index (VIX) and the stock index returns. These studies are mainly restricted to developed markets and research in this regard in emerging markets is scarce. The purpose of this paper is to fill this gap.

The paper studies the direct and cross‐sectional relationship of India VIX in relation to three important parameters: viz., stock beta, market to book value of equity and market capitalization. The paper constructs value weighted portfolio sorted on the basis viz., stock beta, market to book value of equity and market capitalization. The paper employs three‐factor multiple regression to find out the results.

The paper finds that India VIX has a positive and significant relationship with the returns of the value‐weighted high‐low portfolios sorted on the basis of the above parameters. The paper examines the behavior of India VIX in the presence of the above two parameters. The India VIX yields a positive and significant relationship with the above sorted portfolio returns.

India VIX was recently introduced in November, 2007 and therefore the research is expected to suffer from small sample bias.

The findings suggest India VIX is a distinct risk factor capable of predicting the price discovery mechanism of the market.

In the rapidly expanding emerging markets the introduction of Volatility Index is a recent phenomenon. Research in this regard is scarce, particularly in the area of finding predictive ability of the Volatility Index. This research is in this direction and would definitely help the market regulators and policy‐makers with their understanding of the market and market direction. It would help them to correct the market imbalances and avert crisis, which has been recently witnessed.