This chapter begins by exploring what defines emerging economies based on how they are different from the viewpoint of strategy making. Then the chapter turns to examine the strategies adopted by leading domestic firms in emerging economies and emerging market multinationals, highlighting their potential for market disruption and the implications for the study and practice of global strategic management. Acknowledging the growing importance of emerging economies in the global economy, the chapter explores the implications of the emerging economies context for the strategies of multinationals from developed economies. The chapter concludes by proposing avenues for future research on how emerging economies impact global strategic management, including the need to recognize that they are complex dynamic systems with rising economic complexity that demand new types of dynamic capabilities and innovative sources of competitive advantage to enable success.
Distance factors and establishment mode choice of emerging‐market multinationals: The moderating effect of administrative distance
