Inheriting the DNA of emergingness: Strategies of advanced market firms under emerging market ownership

Abstract

AbstractDespite growing concerns about emerging market firms (EMFs)' acquisitions in advanced markets, the influences of emerging market ownership on advanced market firms (AMFs) as targets remain largely underexplored. This study aims to conceptually advance our understanding of the environmental adaptation strategies of AMFs under emerging market ownership, focusing on the strategic implications of the “emergingness” encapsulated in the resource transfer from EMF acquirers to AMF targets. Drawing on the institution‐based view and resource‐based view, this conceptual piece develops an Institution‐Resource‐Strategy framework and proposes two types of strategies for AMFs under emerging market ownership, namely arbitrage and avoidance, each comprising three varying tactics. We illustrate our propositions using three cases of Japanese firms under Chinese ownership. This study adds to the literature on internationalizing EMFs, the institution‐based view of global strategies, and cross‐border mergers and acquisitions and offers managerial implications for emerging and advanced market stakeholders.