Submitted by Monica Maria Giesta (mmgiesta@uol.com.br) on 2014-07-22T22:12:33Z No. of bitstreams: 1 Dissertação Pos Defesa Monica Giesta com Ficha e Folha de Aprovação para Envio Biblioteca.pdf: 2536465 bytes, checksum: 97ab655785daa18366af3a669bcf8c6f (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2014-07-23T11:22:40Z (GMT) No. of bitstreams: 1 Dissertação Pos Defesa Monica Giesta com Ficha e Folha de Aprovação para Envio Biblioteca.pdf: 2536465 bytes, checksum: 97ab655785daa18366af3a669bcf8c6f (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2014-07-24T18:12:16Z (GMT) No. of bitstreams: 1 Dissertação Pos Defesa Monica Giesta com Ficha e Folha de Aprovação para Envio Biblioteca.pdf: 2536465 bytes, checksum: 97ab655785daa18366af3a669bcf8c6f (MD5) / Made available in DSpace on 2014-07-24T18:12:34Z (GMT). No. of bitstreams: 1 Dissertação Pos Defesa Monica Giesta com Ficha e Folha de Aprovação para Envio Biblioteca.pdf: 2536465 bytes, checksum: 97ab655785daa18366af3a669bcf8c6f (MD5) Previous issue date: 2014-01-31 / This paper is a case study of a Brazilian company in the provision of health sector, Amil, which held its process of internationalization to different markets of Brazil at the beginning of the 1990s. In order to contextualize this movement,we will relate this expansion in economic, political and cultural scenes peculiar to that age in Brazil , as in where it was implemented . Through a qualitative study, we intend to elucidate the reason for choosing an unprecedented internationalization strategy for the time, considering the specific business sector, followed by analysis of the results. The data collected through interviews, documents and correspondence on the literature showed that the internationalization of Amil in the 1990s was a result of the growing need for stable currency markets due to the stagnation of business at the national level and that the strategy was sedimented in exploratory research based recognizing the intended markets . However , by limiting both the relevant time, as the inexperience in the process , there was an initial barrier dictated by unpreparedness to expatriation . There was still a lack of diligence in researchs to not detect at an early stage mergers of the U.S. market, which consolidated the operators in large enterprises and small was annulleted, as well in the Argentine market , not to predict the opening of Social Works , limiting the business in private health. Even having been discontinued, the process of internationalization of Amil brought to the company the work experience in a stable and regulated environment, as well the perception that cultural and psychological differences can be major barriers to business. This learning has proved useful in the growth of the Brazilian market and highlighted the Amil as a vanguard company in operations , offering new products and in dealing with the authorities . Another advantage of the internationalization process was the proximity to the U.S. market in building hospitals partnerships, a factor that provided updates course program in medical centers with cutting-edge technology to insured members. / Estudo de caso sobre uma empresa do setor de prestação de saúde que inicializou um processo inédito de internacionalização para os mercados americano e argentino no início da década de 1990.No intuito de explicar este movimento, contextualizamos esta expansão em um cenário econômico, político e cultural peculiar à época tanto no Brasil, quanto nas localidades em que a mesma se implantou. Através de uma pesquisa de cunho qualitativo, pretende-se elucidar a razão da escolha de uma estratégia de internacionalização inédita para a época, tendo em vista o setor específico de negócios, seguindo-se a análise dos resultados obtidos

Background - The positive impacts of globalization have been widely discussed, whereas many researchers argue that national borders are of less importance. However, as national borders are argued to be of less importance, some researchers miss to point out that the institutional differences remain and they are challenging to change. Purpose - The purpose of this study is to examine and compare the entry strategies of three Swedish firms entering both a developed and an emerging market with a focus on the different institutional contexts. Method - This study has applied a qualitative method with an abductive approach and an instrumental case study strategy, whereas 3 semistructured interviews with 3 different firms having experience from both a developed and an emerging country were conducted. Conclusion - When firms enter a developed country with few institutional differences, they commit more resources and do not feel the urge to use a local partner. Entering an emerging country, the firms choose a more cost-efficient entry with less resource commitment and prefer to use a local partner with local knowledge. / Bakgrund - Globaliseringen och dess effekter har diskuterats flitigt under de senaste decennierna och en centralpunkt i debatten är att nationella gränser minskat i betydelse. Trots att många hävdar att vi rör oss mot en alltmer gränslös värld förbises institutionella skillnader som generar stora utmaningar. Syfte - Syftet med denna studie är att undersöka och jämföra tre svenska företags etableringsstrategier i både ett utvecklat och ett utvecklingsland med fokus på de olika institutionella förhållandena. Metod - Denna studie har använt sig av en kvalitativ metod med en abduktiv ansats och en instrumental case studiestrategi. Studien har använt sig av 3 semi-strukturerade intervjuer med 3 olika bolag, där bolagen haft erfarenhet av etablering i ett utvecklat och ett utvecklingsland. Slutsatser - I ett utvecklat land där de institutionella skillnaderna är små, väljer bolagen att lägga ner mer resurser på sin etablering och känner ett mindre behov av att ha en lokal partner. I ett utvecklingsland med större institutionella skillnader väljer bolag en mindre resurskrävande och mer kostnadseffektiv etablering, där behovet av att ha en lokal partner med lokal kännedom är stort.

One of the emerging phenomena of global competition is the increasing participation of firms from emerging economies in various industries and across value chain activities. These MNCs from developing and emerging economies have recently shown an unprecedented increase in numbers (from only 19 firms in 1990 featured in the Fortune 500 list to 47 in 2005) (UNCTAD, 2006). While these Emerging Nation Multinational Companies (EMCs) are gaining a strong foothold in the global economy, some evidence also suggests that their foreign direct investments are being targeted towards advanced economies in both resource industries and higher-value adding activities. On the face of it, the disadvantages of being a late entrant seem overwhelming and based on the stages model of internationalization the EMCs may not be able to compete against global giants whose dominance is rooted in their first-mover status (Bartlett & Goshal, 2000). However, the success of EMCs like the Tata Motors, Lenovo, and the like raise an important research issue as to what are the strategies these EMCs pursue as they begin to compete in the global competitive landscape? In the past, scholars have conducted substantial research on internationalization, Multinational Companies (MNCs), and Foreign Direct Investment (FDI) which explain the behavior of first-mover MNCs from developed countries based on technological superiority. Those theories were developed within a specific environmental context and do an adequate job to explain a fairly specific set of observed firm behaviors. Each, within its context, may be fairly adequate at explaining those behaviors. However, the emergence of EMCs in the global economic environment highlights that times have changed and the incumbent MNCs (studied earlier) constantly face threats from these emerging giants. As the context changes, so has the ability of the prior internationalization theories to explain behaviors observed in this global economy diminished considerably. Lately, a few researchers have started a new line of research to uncover some distinct characteristics of these EMCs. However, very little is known about the foreign expansion strategies of these EMCs and warrants a need to explore this phenomenon in-depth. In order to bridge this gap in the literature this dissertation uses an inductive approach by conducting multiple case-studies to understand the foreign expansion strategies of sixteen companies that originate from two key emerging nations: India and China. This exploratory approach supported by computerized content analysis of longitudinal text data allows us to observe the significance of specific constructs, begin to detect patterns and regularities in the behavior of EMCs and compare EMCs originating from various emerging nations. Methodologically, the dissertation illustrates the usefulness of semantic network analysis tools, especially centering resonance analysis, in identifying and interpreting the concepts that provide coherence to set of textual data. Further, using factor analysis we identify some key themes that explain the foreign expansion strategies of these EMCs. The results of this study suggest that EMCs' expansion is, on one hand, based on their ability to acquire resources and absorb them to build their own advantage (supply side dynamics). On the other hand, it is also based on EMCs' ability to find some market niches, i.e., entering into markets untapped by traditional MNCs (demand side dynamics). Finally, based on our analysis of these in-depth case-studies we identify some propositions as anchors for further theory building. Specifically, we identify three major anchors, namely, EMCs' ability to `Lick the Dirt'; `Cash Rich Positions of EMCs' and `Strategic Partnerships with Developed Country Firms' that enhance their `Competitive Advantage in Developed Nations'. / Business Administration

身為供應商，服務一個開始國際化的客戶是其企業成長的重要契機，為了因應客戶海外設廠，廠商面臨不得不跨出母國市場的壓力。臺灣過去是全球許多資訊產品的生產重鎮，但近年來許多廠商開始進行海外直接投資，將生產線移至亞洲(如中國大陸、越南等)、北美(墨西哥)或歐洲(捷克)等國家，臺灣的供應商開始感受到客戶外移的壓力，中心廠將生產基地外移，連帶促使其上游產業也陸續跟隨其客戶至一起至海外進行投資，在考量組織資源與客戶服務的天平上，供應商在此議題必須做出重要的抉擇。是該在當地設立完整價值活動的子公司，還是以出口方式來服務？是否存在其它折衷的策略選項？不跟隨客戶進行國際化，可能因無法維繫買賣關係而喪失該客戶，跟隨客戶國際化，又面臨到環境的不確定性及跨國營運的挑戰，企業需要尋求可以兼顧客戶關係與維持原有優勢的營運方式，同樣面臨客戶在海外設廠的情境，為何供應商在價值活動的國際化上會有不同的決策？對於製造業的供應商而言，營運活動之佈局尚未獲得完整解答，因此，本論文探討之研究問題包括：(一)當母國客戶在海外設立製造據點時，供應商的國際化跟隨策略為何？(二)當母國客戶在海外設立製造據點時，供應商價值活動的跟隨決策受到哪些因素的影響？ 本研究以供應商為研究對象，與客戶接觸之價值活動為分析單位，針對研究問題一，透過個案研究，本研究探究國際化跟隨策略之內涵，發現「價值活動之地理位置」與「價值活動之決策權」為跟隨策略之兩個重要構面。針對研究問題二，透過問卷調查，本研究證實跟隨決策之影響因素：供應商對客戶的依賴關係會增加供應商決策權外移程度；供應商內部作業鑲嵌程度愈高時會促使廠商採取價值活動留在母國；客戶集權程度愈高時，供應商之價值活動與決策權均傾向留在母國；價值活動與客戶海外據點之知識與決策鑲嵌程度，會促使供應商將價值活動與決策權均移往地主國。 本研究從個案資料及組織間關係的依賴、同形及鑲嵌觀點等理論觀點，以供應商之主要客戶海外設廠為主要研究情境，探討供應商之國際化跟隨策略內涵與影響因素，並進行理論意義與實務意涵之討論。 / As a supplier, serving an international customer is a key opportunity of growth. Taiwan was a major manufacturing country of many electronic products in the world in the past. But in recent years, many firms, for cost or service concern, start to move their production lines to China, Vietnam, Mexico, Czech Republic, etc. The suppliers of these firms face pressures from customer migrations. By exporting to serve the customer in the host country, the buyer-seller relationship can not be well-kept. By Setting up a completed value activities subsidiary, the suppler face the uncertainties and challenges of cross-border operations. To or not to go, it’s an important decision the supplier must make. Furthermore, facing the same situation, customer’s FDI, why firms chose different strategies？ This paper considers both inter and intro organizational interactions to discuss this issue. Two research questions are investigated. First, to quickly respond to the key customer’s demand in the host country, what is supplier’s customer-driven internationalization strategy? Second, what factors would affect supplier’s customer-driven internationalization strategy. In other words, this research aims to explore the influential factors abut a supplier’s internationalization strategies to service home customer’s demand in the host country. This study takes the view of a supplier, who faces the key customer set up manufacture unit in host country. In order to explore the issues, this study adopted two study researches. At first, this study took 7 case studies form 6 companies to confirm the decision dimensions of internationalization strategies. We found that the locations of activities and the degree of decision power are two important dimensions of supplier’s internationalization strategies. Secondly, according to survey results from 103 suppliers in Taiwan, the findings include below. (1) Positive relationship between suppliers’ dependency and decision power in the host country. (2) The higher internal-embeddedness of the activities, the higher possibilities the location of the activities would located in the home country. (3) Negative relationship between customer’s decision centrality and decision power in the host country. Also negative relationship between customer’s decision centrality and the possibility the location of the activity would located in the home country. (4) The higher external-embeddedness of the activity, the higher possibilities the location of the activity would located in the host country. Also positive relationship between external-embeddedness and decision power in the host country.