Strategic Ambidexterity and Its Performance Implications for Emerging Economies Multinationals

Zaheer Khan* (Corresponding Author), Joseph Amankwah-Amoah, Yong Kyu Lew, Pushyarag Puthusserry, Michael R. Czinkota

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

2 Citations (Scopus)

Abstract

Emerging market multinational enterprises (EMNEs) are attracting significant scholarly attention in the international business and general management domain. The extant research has provided important insights into the EMNEs’ internationalization processes and whether the existing theories adequately explain their outward investment motives. This special issue aims to provide a platform suited to extend the current understanding of the rapid rise of EMNEs and examine the vital role played by strategic ambidexterity and its performance implications for the EMNEs. The current research on EMNEs has failed to adequately leverage strategic ambidexterity and link it with the post-entry performance of EMNEs. We argue that the strategic ambidexterity perspective offers valuable opportunities to understand the post-entry performance of EMNEs as they expand into developed and developing markets. The article also highlights important areas for future research by taking into account the current COVID-19 pandemic crisis.
Original languageEnglish
Article number101762
Number of pages7
JournalInternational Business Review
Early online date8 Nov 2020
DOIs
Publication statusE-pub ahead of print - 8 Nov 2020

Keywords

  • EMNEs
  • strategic ambidexterity
  • exploration
  • exploitation
  • internationalization
  • emerging market multinationals
  • COVID-19 crisis
  • Emerging market multinationals
  • Exploration
  • Strategic ambidexterity
  • Internationalization
  • Exploitation

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