IINTERNATIONAL STRATEGY FOR AN EMERGING MULTINATIONAL IN BRAZIL: THE CASE OF JBS


Autoria(s): Spohr, Nicole; Silveira, Franciane Freitas
Contribuinte(s)

UNIVERSIDADE DE SÃO PAULO

Data(s)

04/11/2013

04/11/2013

2012

Resumo

The focus of this study is on questioning whether the traditional theories of internationalization are adequate to explain the international expansion of multinationals from emerging countries. Looking forward on this issue, we investigate the internationalization strategies adopted by JBS, a Brazilian multinational of the beef industry. The results show that the company adopted two of the five generic strategies specific to the context of emerging countries suggested by Ramamurti and Singh (2009): global consolidator and vertical integrator. Moreover, when analyzing the internationalization of the company under study, the speed of the process is highlighted when compared to traditional multinationals. It is concluded that the main mode of entry that allowed the international expansion was the acquisition and that this strategy has advantages to the company, such as access to strategic resources and rapid growth, possibly overcoming the liability of foreignness, the opportunity to compete globally and the diversification of segments that generate synergies to the company's activities.

Identificador

RAE-REVISTA DE ADMINISTRACAO DE EMPRESAS, SAO PAULO SP, v. 52, n. 3, supl. 1, Part 2, pp. 300-312, MAY-JUN, 2012

0034-7590

http://www.producao.usp.br/handle/BDPI/40875

10.1590/S0034-75902012000300003 

http://dx.doi.org/10.1590/S0034-75902012000300003 

Idioma(s)

por

Publicador

FUNDACAO GETULIO VARGAS

SAO PAULO SP

Relação

RAE-REVISTA DE ADMINISTRACAO DE EMPRESAS

Direitos

openAccess

Copyright FUNDACAO GETULIO VARGAS

Palavras-Chave #EMERGING MULTINATIONALS #INTERNATIONALIZATION STRATEGIES #FIRM SPECIFIC ADVANTAGES #COUNTRY SPECIFIC ADVANTAGES #BEEF INDUSTRY #KNOWLEDGE #INVESTMENT #MARKETS #FIRM #MANAGEMENT
Tipo

article

original article

publishedVersion