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Managing for strategic success in emerging markets

Managing for strategic success in emerging markets Purpose – To develop a strategic model for effective management that incorporates aspects of strategic decision‐making from both industrialized and emerging markets. Design/methodology/approach – To interview senior managers (many at CEO level) of successful companies operating in emerging markets. We assume the senior managers best understand strategy formulation and implementation. Findings – A strategic model for both information rich and information void business environments. Research limitations/implications – We did not use a random sample, but rather a convenience sample of CEOs and senior managers of companies operating in emerging markets. This sample limits the study’s generalizability. Practical implications – Successful managers argued that best practices developed for information‐rich Western markets were not effective in information‐void emerging markets. Originality/value – The paper has value for managers moving from industrialized economies to emerging economies and vice‐versa, and to academics researching strategic decision‐making in emerging markets. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Handbook of Business Strategy Emerald Publishing

Managing for strategic success in emerging markets

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References (9)

Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1077-5730
DOI
10.1108/10775730610618657
Publisher site
See Article on Publisher Site

Abstract

Purpose – To develop a strategic model for effective management that incorporates aspects of strategic decision‐making from both industrialized and emerging markets. Design/methodology/approach – To interview senior managers (many at CEO level) of successful companies operating in emerging markets. We assume the senior managers best understand strategy formulation and implementation. Findings – A strategic model for both information rich and information void business environments. Research limitations/implications – We did not use a random sample, but rather a convenience sample of CEOs and senior managers of companies operating in emerging markets. This sample limits the study’s generalizability. Practical implications – Successful managers argued that best practices developed for information‐rich Western markets were not effective in information‐void emerging markets. Originality/value – The paper has value for managers moving from industrialized economies to emerging economies and vice‐versa, and to academics researching strategic decision‐making in emerging markets.

Journal

Handbook of Business Strategy – Emerald Publishing

Published: Jan 1, 2006

Keywords: Emerging markets; Economic convergence; Decision making; China; International business; Multinational companies

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