Your search

Several internationalization theories have been developed over the past few decades that have made great contributions in explaining enterprise internationalization and their mode of entry strategy. It has been suggested that the determinants of entry mode choice of enterprises from emerging and frontier markets differ from those of comparable enterprises from advanced economies. Literature review appears to indicate that there is a need to expand the framework for entry mode strategies to accommodate the expansion issues enterprises from emerging and frontier countries face in the global marketplace. Nevertheless, not much information and acceptable conclusion has been made on how MNEs from frontier markets internationalize and what factors influence their choice of entry into those markets. This study investigated the internationalization strategies of Lusophone Africa MNEs from Angola and Mozambique, more specifically their entry mode. Information was gathered through a survey of 29 MNE’s upper management respondents and subsequent face-to-face semi-structured interviews with 24 of them in their countries. The results of this study suggest that most MNEs opted for equity-based investment strategies, mainly joint venture and M&E as their preferred mode of entry when internationalizing. A significant group of them opted for e- commerce/e-business strategies, and direct and indirect exports. A smaller portion of the interviewees chose Greenfield investment as a mode of entry. Many of these MNEs could be classified as born global/INV. Finally, this study presents a conceptual framework for use in studying the entry mode choice of enterprises from Lusophone Africa frontier markets and presents research propositions for better understanding the determinants of entry mode strategies of enterprise from Angola and Mozambique. Keywords: Internationalization, Entry Mode, Emerging Markets, Frontier Markets, Lusophone African MNEs, Angola, Mozambique

This dissertation reports on a study which aims to add to the theoretical understanding of how social capital is transferred from one generation to the next in business families. Studies in the field of family business have emphasized the importance of succession for the survival of family businesses, but while the succession process and planning have been widely studied, the examination of social capital succession is scarce. As for the studies in family business’s social capital, the importance of social capital as a source of competitive advantage which already exists in business families have often been expressed, but there is a lack of research in the means of transferring this form of capital from the family business leaders to their successors. The study presented here addresses this gap in family business succession literature and social capital literature, explaining the means of transgenerational succession of social capital in family businesses. This is a qualitative research using the multiple case study method which aims to investigate the means of social capital transmission by comparing the cases of five different Chinese family businesses in Macau, which are in the succession process, with the successor currently managing the firm while the former generation business leaders are in the process of handing over the business and preparing for retirement. In doing so, this research offers a theoretical framework of explaining how social capital is transmitted from the incumbents to the successors throughout a five-stage succession process developed for this research. The forms of social capital that exists in family businesses are identified from previous literature, in order to clearly explain how these different forms of social capital are passed on from generation to generation based on the review on succession process introduced in published literature. A theoretical iii framework is formed from the two parent theories on family business succession and social capital, and is then verified empirically from five Chinese family businesses in Macau. The cases are developed through in-depth interviews with the incumbents and successors of the family businesses, informal interviews with stakeholders (including family members, business associates, non-family employees and customers), direct observation on the premises of the Chinese family businesses and secondary data, in order to study the process of intergenerational transmission of social capital in these Chinese family businesses

Macao is well known for its gaming industry. However, there are also many traditional small-to-medium enterprises which are family-owned and run. There is no doubt that social capital is one of the key competitive advantages that family businesses possess, particularly when it comes to Chinese businesses with strong family values that emphasize the importance of trustworthiness and guanxi (relationships). As opposed to other forms of capital, social capital cannot be passed from one generation to another through the will of the incumbents. So, how is social capital passed on in family businesses from one generation to the next? Based on an in-depth study of five cases of successful family businesses in Macao, this research identified the forms of social capital present in business families and the succession process of these firms. From the generalizations drawn from the five cases, a theoretical framework is proposed to understand the intergenerational transmission of social capital in Chinese family businesses

Family business are the dominant form of business in the world, and Chinese family business (CFB) is a unique type of family business that relies on collective action to survive. This paper argues that in CFBs, entrepreneurial actions are transgenerational collective endeavors, and successors are groomed as stewards of the family legacy. Work-life relationship in CFBs is about synergy and not balance because the family identity is the business identity, and vice-versa. Using five in-depth case studies, this research introduces an alternative understanding of CFBs and proposes a model of work-life synergy in transgenerational entrepreneurship based on discussion of five theory-based propositions. This model explains that through emphasizing on the business family's shared value and entrepreneurial legacy, elements of trust, shared identity and stewardship of family members are enhanced which leads to collective action and goal of the business family, resulting in transgenerational entrepreneurship. Limitations and future research are presented.

The adoption of project management techniques is a crucial decision for corporate governance in construction companies since the management of areas such as risk, cost, and communications is essential for the success or failure of an endeavor. Nevertheless, different frameworks based on traditional or agile methodologies are available with several approaches, which may create several ways to manage projects. The primary purpose of this work is to investigate the adequate project management methodology for the construction industry from a general perspective and consider a case study from Macau. The methodology considered semi-structured interviews and a survey comparing international and local project managers from the construction industry. The interviews indicate that most construction project managers still follow empirical methods with no specific methodology but consider the adoption of traditional waterfall approaches. In contrast, according to the survey, most project managers and construction managers agree that the project's efficacy needs to increase, namely in planning, waste minimization, communication increase, and focus on the Client's feedback. In addition, there seems to be a clear indication that agile methodology could be implemented in several types of projects, including hospitality development projects. A hybrid development approach based on the Waterfall and Agile methodologies as a tool for the project management area may provide a more suitable methodology for project managers to follow.

It is argued that the role of the Chinese government to support the cross-border operations of Chinese firms is to assist these firms in overcoming their limited established brands, and their disadvantages in technology and managerial resources, which were also the reasons why such firms decided to enter emerging markets instead of developed markets. This strategic choice is preferred to avoid direct confrontation with established firms from developed countries endowed with superior ownership advantages. Therefore, Chinese resources seeking firms innovate by increasing investment in developing and emerging markets to develop unique ownership advantages for sustainable market development and competitive advantage. This research investigates the ownership advantages of resources seeking Chinese firms in these markets using the OLI theory. The paper contributes to explaining the specific advantages of Chinese MNEs when entering emerging markets. The study applied a two-stage qualitative methodology to examine Chinese firms operating in Nigeria. The first stage included an exploratory study based on interviews with key informants and experts while the second stage included a case study methodology. The study focused on resources seeking Chinese MNEs operating in Nigeria.