Over the next 25 years the world is likely to see the largest shift in economic and political power for more than a century. Many of today's so-called industrial economies will be dwarfed by emerging markets due to the latter's faster economic growth rates. China is by far the most important emerging market, but as a result of its relatively recent opening to western investment, its vastness, diversity and its distinct culture, among other factors, it has been a particularly troublesome market for western companies to enter and succeed in. Companies wishing to invest in China have arguably not been particularly helped by the corporate strategy literature. This literature has been, to a great extent developed upon evidence derived from developed countries which may not relevant for the very different business terrain and context of emerging markets. Moreover, the China strategy literature has tended until recently to focus on the joint venture vehicle as corporate strategy and with much of this literature producing unclear or conflicting findings. Furthermore, there has been considerable corporate dissatisfaction with the investment results achieved by the more traditional forms of China corporate strategy, like the joint venture and the wholly foreign owned enterprise. / This thesis argues that China, by virtue of its particular environment and market characteristics, has generated a corporate strategy which can be defined as multiventuring (the setting up of a cluster of coherent, inter-related set of ventures) to enter and/or develop business in China. This thesis's exploration of an actual case study of multiventuring provides new insight and knowledge on this new form of corporate strategy for China, and possibly for other emerging markets. / This thesis is concerned with how a western company enters and/or develops its business in the large but complex emerging market of China. It examines the new corporate strategy of multiventuring and argues that under certain conditions, it could be an attractive China corporate strategy, and better able to deal wtih China's complex environment and particular market characteristics than the more traditional corporate strategies, which to date have yielded mixed results. / Thesis (MPhD)--University of South Australia, 2007.
| Identifer | oai:union.ndltd.org:ADTP/267092 |
| Creators | Grao, Stephen Douglas. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
Page generated in 0.0016 seconds