Purpose

This study seeks to understand how business group-affiliated firms perform in emerging markets. Previous studies identify that in spite of changes in the competitive landscape, seemingly counter-intuitively, business group affiliates outperform their standalone counterparts in emerging markets. This study adopts a knowledge-based view to resolve this apparent paradox.

Design/methodology/approach

This study uses a problematization methodology to qualitatively analyze the strategic decisions of Indian business group-affiliated firms. This study cross-validates their analysis with the empirical results available in published academic and practitioner articles.

Findings

Previous studies explain this outperformance paradox based on assumptions that include filling institutional voids, access to strategic resources and leveraging political connections. By questioning these assumptions, this study identifies an alternative explanation that is based on affiliates’ ability to adopt a strategic approach that balances knowledge capital acquired through international expansion and innovation.

Practical implications

The findings have important implications for managers of business group-affiliated firms in emerging markets, as well as for those in developed markets seeking to compete or collaborate in emerging markets.

Originality/value

This study provides a framework for managers of business group affiliates to identify suitable pathways to higher levels of competitive advantage.

中文翻译：

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新兴市场的业务集团附属公司如何胜过独立公司？基于知识的观点

目的

本研究旨在了解商业集团附属公司在新兴市场的表现。先前的研究表明，尽管竞争格局发生了变化，但看似违反直觉的是，商业集团附属公司在新兴市场中的表现优于其独立同行。本研究采用基于知识的观点来解决这一明显的悖论。

设计/方法/途径

本研究使用问题化方法来定性分析印度商业集团附属公司的战略决策。本研究将他们的分析与已发表的学术和从业者文章中的实证结果进行交叉验证。

发现

以前的研究基于包括填补制度空白、获得战略资源和利用政治关系在内的假设来解释这种表现出色的悖论。通过质疑这些假设，本研究确定了另一种解释，该解释基于子公司采用战略方法平衡通过国际扩张和创新获得的知识资本的能力。

实际影响

调查结果对新兴市场的企业集团附属公司的经理以及寻求在新兴市场竞争或合作的发达市场的经理具有重要意义。

原创性/价值

本研究为业务集团附属公司的经理提供了一个框架，以确定获得更高水平竞争优势的合适途径。