An ambidexterity perspective toward multinational enterprises from emerging economies

Yadong Luo, Huaichuan Rui

Research output: Contribution to journalArticle

202 Scopus citations

Abstract

In this article we present an ambidexterity perspective on the international expansion of emerging economy enterprises, highlighting the unique strategic behavior of emerging market multinational enterprises (EM MNEs). Specifically, we conceptualize ambidexterity as a multidimensional term comprising co-evolution, co-competence, co-opetition, and co-orientation. While all firms need and maintain some degree of ambidexterity, EM MNEs have stronger motives and abilities to build and leverage such ambidexterity to offset their late-mover disadvantages. They behave co-evolutionarily to deal with the external environment they face at home and abroad, leverage their co-competence (transactional and relational) to compete against their global rivals, develop co-opetitive (simultaneous cooperation and competition) ties with their business stakeholders, and maintain co-orientations (leveraging competitive advantages to bolster short-term survival and compensating competitive disadvantages for long-term growth). This article uses several cases from China to detail this view and provides theoretical and practical implications of ambidexterity in the context of global business. It sets a foundation for discussion and examination of the critical domain of multinational enterprises from emerging economies-one that is yet to be widely examined.

Original languageEnglish (US)
Pages (from-to)49-70
Number of pages22
JournalAcademy of Management Perspectives
Volume23
Issue number4
DOIs
StatePublished - Nov 1 2009

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management
  • Marketing

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