AIB 2012 Conference Proceedings - Academy of International ...

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and general economic output. (For more information, please contact: Philip Kappen, Uppsala University,
Sweden: philip.kappen@fek.uu.se)
A Conceptual Positioning Matrix for Firms in Developing Countries - Case of India
Ajay Kumar Singal, Indian Institute of Management, Lucknow
Arun Kumar Jain, Indian Institute of Management, Lucknow
Understanding and mapping global competitiveness of firms in emerging markets has been a burning issue for
scholars and consultants in recent times. McKinsey suggested ‘strategic control map' (SCM) that looked at
market capitalization - using two parameters of book equity (size) and price to book ratio (performance) – as
key driver of competitiveness of firms. However, this mapping leaves important gaps. SCM, formulated with a
developed market focus, is not suitable in emerging market context and does not consider internationalization
as a key driver. In this paper, we suggest a fresh framework ‘Global Competitiveness Matrix' (GCM) to further
augment the understanding about relative comparison of competitiveness of firms in emerging markets and
developed contexts. Using the case of large cap firms based in India, we argue that ‘international intensity' and
market capitalization can be important measures to map the relative paths of growth. The paper also provides
important leads for further research. Keywords: Global Competitiveness Matrix (GCM), Internationalization,
Vulnerability (For more information, please contact: Ajay Kumar Singal, Indian Institute of Management,
Lucknow, India: ajay.singal@iiml.ac.in)
International Location Decisions of Companies from Emerging Countries: When and How Distance Matters
Claudio Ramos Conti, EBAPE- Fundação Getúlio Vargas
Flávio Carvalho de Vasconcelos, EBAPE - Fundação Getúlio Vargas
Ronaldo Parente, Florida International University
We study the use of distance for international location decisions of companies from emerging countries, which
have a growing importance for the world economy. In light of a call for scholars to study when and how
distance matters, we investigate the circumstances under which distance matters the most, some of which
atypical for companies from emerging economies. We propose that distance matters the most: (1) when the
company is private-owned (as opposed to state-owned); (2) when its internationalization motive is marketseeking
(rather than asset-seeking); (3) when it occurred in the first internationalization wave, in the 1970`s
and 1980`s (instead of in the second internationalization wave, starting from the 1990`s); and (4) when it
operates in services, low-technology industries (as opposed to manufacturing, high-technology, commodities
and luxury industries). As most of these circumstances under which distance matters the most are typical of the
internationalization of companies from developed countries, we also propose that: (5) distance is less important
in the case of companies from emerging countries. With regard to how distance matters for international
location decisions, we argue that it represents the disadvantages of the host countries and propose that: (6) it
should be used in conjunction with factors that represent host country attractiveness. (For more information,
please contact: Claudio Ramos Conti, EBAPE- Fundação Getúlio Vargas, Brazil: claudio_conti@hotmail.com)
Developing DMNCs' Learning Capabilities: From a Coopetition Perspective
Fiona Xiaoying Ji, Kean University
Manisha Singal, Virginia Polytechnic Institute and State University
While the importance of international alliances has long been recognized in traditional multinational corporations
(MNCs), its effects on MNCs from developing countries (DMNCs) learning and ultimately DMNCs growth remains
undeveloped. In this paper, by building on the literature about coopetition, defined as simultaneously
cooperation and competition as well as organizational learning, we identify and discuss factors influencing
international learning decision and the effectiveness of such learning for DMNCs' international growth. Our
multi-level conceptual model incorporates dyadic coopetition with foreign partners and geographic coopetition
AIB 2012 Conference Proceedings
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