Managing for strategic success in emerging markets

Managing for strategic success in emerging markets

Haley U.C.V., Haley G.T. Handbook of Business Strategy, 2006, Vol. 7 No. 1, Start page: 27, No. of pages: 7

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.ISSN: 1077-5730

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