Leveraging the recent research interest in emerging economies, this Perspective paper argues that an institution-based view of international business (IB) strategy has emerged. It is positioned as one leg that helps sustain the “strategy tripod” (the other two legs consisting of the industry- and resource-based views). We then review four diverse areas of substantive research: (1) antidumping as entry barriers; (2) competing in and out of India; (3) growing the firm in China; and (4) governing the corporation in emerging economies. Overall, we argue that an institution-based view of IB strategy, in combination with industry- and resource-based views, will not only help sustain a strategy tripod, but also shed significant light on the most fundamental questions confronting IB, such as “What drives firm strategy and performance in IB?”

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An institution-based view of international business strategy: a focus on emerging economies

List of figures List of tables Acknowledgments 1. Introduction 2. Regional multinationals: the data 3. Two regional strategy frameworks 4. Regional and global strategies of multinational enterprises 5. Retail multinationals 6. Banking multinationals 7. Pharmaceutical and chemical multinationals 8. Automobile multinationals 9. Profits of leading multinational enterprises 10. Analysis of the regional and global strategies of large firms 11. Regional multinationals and government policy 12. Regional multinationals: the new research agenda Appendix. The 500 companies with the triad percent sales, alphabetical, 2001 Company notes Case references Academic references Author index General index.

The Regional Multinationals: MNEs and 'Global' Strategic Management

Erik H. Schlie

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