Hostname: page-component-78c5997874-dh8gc Total loading time: 0 Render date: 2024-11-13T07:28:33.289Z Has data issue: false hasContentIssue false

India and China: Distinct Paths to Global Businesses

Published online by Cambridge University Press:  06 October 2022

Klaus E. Meyer*
Affiliation:
Ivey Business School, Canada
*
Corresponding author: Klaus Meyer (kmeyer@ivey.ca)

Abstract

The ‘rivalry’ between India and China on the global stage is much ado about nothing. India and China both have huge potential to play a bigger role in global business than they do today. Both countries have experienced major growth domestically, which is not yet matched by their role in global business. MNEs from the two countries have been internationalizing along very different pathways, with few overlaps. Their ability to realize their potential depends on policies and institutions as well as entrepreneurial business leadership in their own country. Their future internationalization depends only to a small degree on the other of the two countries

Type
Dialogue, Debate, and Discussion
Copyright
Copyright © The Author(s), 2022. Published by Cambridge University Press on behalf of The International Association for Chinese Management Research

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

ACCEPTED BY Deputy Editor Johann Peter Murmann

References

REFERENCES

Bhaumik, S. 2017. Future outlook for Indian multinationals. In Tithe, M., Wilkinson, A., & Budhwar, P. (Eds.), Emerging Indian multinationals: 1–23. Oxford: Oxford Scholarship.Google Scholar
Brook, T. 2013. Mr. Selden's map of China: The spice trade, a lost chart & the South China Sea. London: Profile Books.Google Scholar
Buckley, P. J., Clegg, J., Cross, A. R., Liu, X., Voss, H., & Zheng, P. 2007. The determinants of Chinese outward foreign direct investment. Journal of International Business Studies, 38(4): 499518.CrossRefGoogle Scholar
Cuervo-Cazurra, A., & Li, C. 2021. State ownership and internationalization: The advantage and disadvantage of stateness. Journal of World Business, 56(1): 101112.CrossRefGoogle Scholar
Estrin, S., Meyer, K. E., & Pelletier, A. 2018. Emerging economy MNEs: How does home country munificence matter? Journal of World Business, 53(4): 514528.CrossRefGoogle Scholar
Forbes. 2022. Forbes global 2000. Available from URL: www.forbes.com/lists/global2000/Google Scholar
Hale, T. 2021. Creditors of Chinese conglomerate HNA begin bankruptcy proceedings. Financial Times, January 29.Google Scholar
He, L., Bennet, M. M., & Jiang, R. 2022. The uneven geography of real estate investment by mainland Chinese state-owned and private enterprises in the US. Environment and Planning A: Economy and Space, 54(4): 653–675.CrossRefGoogle Scholar
Horner, R. 2022. Global value chaines, import orientation, and the state: South Africa's pharmaceutical industry. Journal of International Business Policy, 5(1): 6887.CrossRefGoogle Scholar
Li, P. P., Lewin, A., Witt, M., & Valikangas, L. 2021. De-globalization and decoupling: A luck of the draw for India. Management and Organization Review, 17(2): 389393.CrossRefGoogle Scholar
Li, J., Meyer, K. E., Zhang, H., & Ding, Y. 2018. Diplomatic and corporate networks: Bridges to foreign locations. Journal of International Business Studies, 49(6): 659683.CrossRefGoogle Scholar
Li, J., Newenham-Kahindi, A., Shapiro, D. M., & Chen, V. Z. 2013. The two-tier bargaining model revisited: Theory and evidence from China's natural resource investments in Africa. Global Strategy Journal, 3(4): 300321.CrossRefGoogle Scholar
Luo, Y., & Tung, R. 2018. A general theory of springboard MNEs. Journal of International Business Studies, 49: 129152.CrossRefGoogle Scholar
Meyer, K. E. 2015. What is strategis asset seeking FDI? Multinational Business Review, 23(1): 5766.CrossRefGoogle Scholar
Meyer, K. E., & Xin, K. R. 2018. Managing talent in emerging economy multinationals: Integrating strategic management and human resource management. Journal of Human Resource Management, 29(11): 18271855.Google Scholar
Mills, S. S. 2020. Chinese diasporas: A social history of global migration. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Nayak, A. 2023. Airtel Africa: Banking on sustainable digital future. In Peng, M. & Meyer, K. E. (Eds.), International business, 4th ed. Cengage Learning, forthcoming.Google Scholar
Pand, H. V., & Mishra, A. 2021. Is India the new China in Africa? Foreign Policy, June 17.Google Scholar
Pradhan, J. 2017. Indian outward foreign direct investment. Transnational Corporations, 24: 4370.CrossRefGoogle Scholar
The Economist. 2021. Foreign investment: India Inc., April 17: 51–52.Google Scholar
White, E., & Yu, S. 2021. China markets the remains of Anbang empire for $5.2bn. Financial Times, July 18, 2021.Google Scholar
Xie, Z., Chen, X., & Wang, H. 2022. When dragon meets elephant in Africa: The rivalry on distinctive competitiveness. Management and Organization Review, forthcoming.CrossRefGoogle Scholar