MNE microfoundations and routines for building a legitimate and sustainable position in emerging markets
MNE microfoundations and routines for building a legitimate and sustainable position in emerging markets
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DOI：
10.1002/job.2214
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发表时间：
2017-11
影响因子：
6.8
通讯作者：
Ulf Elg;P. Ghauri;J. Child;S. Collinson
中科院分区：
文献类型：
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作者：
Ulf Elg;P. Ghauri;J. Child;S. Collinson
摘要许多研究分析了跨国企业(MNE)如何制定适当的战略，以管理不同市场的体制不同背景。然而，对于跨国公司在新兴市场运营时如何管理不同的制度压力，我们仍然知之甚少。随着这些市场的价值和结构发生变化，它们具有更高的不确定性。本文研究的微观基础和惯例可以成为发展公司在新兴市场获得合法和环境可持续地位的能力的一部分。我们专注于管理监管、规范和文化认知压力的微观基础和常规。本文采用了广泛的定性案例研究方法。报告对巴西、俄罗斯、印度和中国4个市场中的3家瑞典跨国公司进行了公司和子公司层面的研究。这项研究确定了在个人、互动和结构层面上管理三种机构力量和支持微观基金会的一套常规程序。因此，我们能够就机构背景如何与跨国企业战略相互作用提供新的见解，并确定在发展可持续市场地位的能力背后更一般的惯例和微观基础。
Summary A number of studies have analysed how multinational enterprises (MNEs) develop appropriate strategies for managing the institutionally different contexts of various markets. However, we still know rather little about how MNEs manage different institutional pressures when they operate in emerging markets. These markets have a higher level of uncertainty as their values and structures undergo change. This paper investigates the microfoundations and routines that can be part of developing a firm's capability to achieve a legitimate and environmentally sustainable position in emerging markets. We focus upon the microfoundations and routines for managing regulative, normative, and cultural–cognitive pressures. The paper utilizes an extensive qualitative case study approach. It reports a study at corporate and subsidiary levels of 3 Swedish MNEs in the in 4 markets: Brazil, Russia, India and China. The study identifies a set of routines for managing each of the 3 institutional forces and supporting microfoundations at individual, interactive, and structural levels. We are thus able to offer new insights on how the institutional context interacts with MNE strategies and identify more generic routines and microfoundations behind the capability for developing a sustainable market position.