Corporate Expansion During Pro-Market Reforms in Emerging Markets: The Contingent Value of Group Affiliation and Diversification

This study examines how emerging economy firms pursue growth in the domestic market during pro-market reforms. Grounding in the literature on institutional perspective on strategic adaptation during institutional transition, we propose an inverted U-shaped relationship between pro-market reforms and firms' pursuit of growth through new investments. However, the effect of pro-market reforms is likely to vary depending on organizational forms and prior logic of competition. More specifically, we propose that business group affiliation has a positive moderating effect, while prior diversification has a negative moderating effect on the relationship between pro-market reforms and corporate expansion through new investments. Our empirical findings based on a sample of 6072 new investment projects undertaken by 3028 companies in India during 1995–2014 provide robust empirical support for the hypothesized relationships.

[1]  Ajai S. Gaur,et al.  International Diversification of Emerging Market Firms: The Role of Ownership Structure and Group Affiliation , 2015 .

[2]  Murali D. R. Chari,et al.  Sustaining superior performance in an emerging economy: an empirical test in the Indian context , 2012 .

[3]  Ajai S. Gaur,et al.  Managing Multi-Business Firms: A Comparison between Korean Chaebols and Diversified US Firms , 2013 .

[4]  J. Molson,et al.  Business Group Affiliation, Performance, Context, and Strategy: A Meta-Analysis , 2011 .

[5]  R. Ramamurti A Multilevel Model of Privatization in Emerging Economies , 2000 .

[6]  Ajai S. Gaur,et al.  Methodological Advances in the Analysis of Bipartite Networks , 2013 .

[7]  G. Tyge Payne,et al.  An Entrainment-Based Model of Temporal Organizational Fit, Misfit, and Performance , 2008, Organ. Sci..

[8]  Mauro F. Guillén,et al.  Business Groups in Emerging Economies: A Resource-Based View , 2000 .

[9]  Mike W. Peng,et al.  The Growth of the Firm in Planned Economies in Transition: Institutions, Organizations, and Strategic Choice , 1996 .

[10]  Mike W. Peng Institutional Transitions and Strategic Choices , 2003 .

[11]  Alvaro Cuervo‐Cazurra,et al.  Promarket Reforms and Firm profitability in Developing Countries , 2009 .

[12]  Ajai S. Gaur,et al.  Product Diversification and International Expansion of Business Groups , 2011 .

[13]  Ajai S. Gaur,et al.  Performance Impact of Temporal Strategic Fit: Entrainment of Internationalization with Pro‐Market Reforms , 2017 .

[14]  Mike W. Peng,et al.  Strategy Research in Emerging Economies: Challenging the Conventional Wisdom , 2005 .

[15]  L. Dau Pro‐market reforms and developing country multinational corporations , 2012 .

[16]  Tarun Khanna,et al.  The Nature of Diversified Business Groups: A Research Design and Two Case Studies , 2003 .

[17]  Murali D. R. Chari,et al.  How do pro-market reforms impact firm profitability? The case of India under reform , 2015 .

[18]  K. Manikandan,et al.  Beyond institutional voids: Business groups, incomplete markets, and organizational form , 2015 .

[19]  F. Ahmed The Market at the Bottom of the Pyramid: Understanding the Culture of Poverty , 2013 .

[20]  Deeksha A. Singh,et al.  Export Performance of Emerging Market Firms , 2009 .

[21]  Ajai S. Gaur,et al.  Business group affiliation and firm performance during institutional transition , 2006 .

[22]  S. Easton,et al.  Income, Growth, and Economic Freedom , 1997 .

[23]  J. R. Moore,et al.  The theory of the growth of the firm twenty-five years after , 1960 .

[24]  A. Delios,et al.  Corporate Governance, Board Networks and Growth Strategies , 2012 .

[25]  C. K. Prahalad,et al.  The Fortune at the Bottom of the Pyramid , 2004 .

[26]  Anna Lamin,et al.  Business Groups as Information Resource: An Investigation of Business Group Affiliation in the Indian Software Services Industry , 2012 .

[27]  Ajai S. Gaur,et al.  Creating Value through Offshore Outsourcing: An Integrative Framework , 2013 .

[28]  T. Khanna,et al.  Why Focused Strategies May Be Wrong for Emerging Markets , 1997 .

[29]  Gerald F. Davis,et al.  The Decline and Fall of the Conglomerate Firm in the 1980s: The Deinstitutionalization of an Organizational Form , 1994 .

[30]  B. Elango,et al.  Response strategies of local firms to import competition in emerging markets , 2013 .

[31]  T. Pedersen,et al.  The Performance of Group‐affiliated Firms during Institutional Transition: A Longitudinal Study of Indian Firms , 2009 .

[32]  T. Khanna,et al.  Is Group Affiliation Profitable in Emerging Markets? An Analysis of Diversified Indian Business Groups , 2000 .

[33]  Mike W. Peng,et al.  Emerging Multinationals from Mid‐Range Economies: The Influence of Institutions and Factor Markets , 2013 .

[34]  D. Xu,et al.  Linking Theory and Context: ‘Strategy Research in Emerging Economies’ after Wright et al. (2005) , 2012 .

[35]  Ajai S. Gaur,et al.  Governance Structure, Innovation and Internationalization: Evidence from India , 2013 .

[36]  Kenneth E. Aupperle,et al.  Revisiting the fit–performance thesis half a century later: a historical financial analysis of Chandler's own matched and mismatched firms , 2014 .

[37]  A. Delios,et al.  Corporate governance, board networks and growth in domestic and international markets: Evidence from India , 2017 .

[38]  B. Elango,et al.  Building capabilities for international operations through networks: a study of Indian firms , 2007 .

[39]  Montek S. Ahluwalia,et al.  Economic Reforms in India Since 1991: Has Gradualism Worked? , 2002 .

[40]  C. Oliver SUSTAINABLE COMPETITIVE ADVANTAGE: COMBINING INSTITUTIONAL AND RESOURCE- BASED VIEWS , 1997 .

[41]  B. Kedia,et al.  Indian business groups: Evolution and transformation , 2007 .

[42]  B. Kedia,et al.  Off shoring and MNC strategy , 2012 .

[43]  Ajai S. Gaur,et al.  Institutions, Resources, and Internationalization of Emerging Economy Firms , 2013 .

[44]  Ajai S. Gaur,et al.  Are large business groups conducive to industry innovation? The moderating role of technological appropriability , 2017 .

[45]  Rosario Faraci,et al.  Asset restructuring and business group affiliation in French civil law countries , 2004 .

[46]  D. North Institutions, Institutional Change and Economic Performance: Economic performance , 1990 .

[47]  Aya S. Chacar,et al.  Are emerging economies less efficient? Performance persistence and the impact of business group affiliation , 2005 .

[48]  Ajai S. Gaur,et al.  International Diversification, Business Group Affiliation and Firm Performance: Empirical Evidence from India , 2008 .

[49]  Karen L. Newman Organizational Transformation During Institutional Upheaval , 2000 .

[50]  Alvaro Cuervo‐Cazurra,et al.  To formalize or not to formalize: Entrepreneurship and pro-market institutions , 2014 .

[51]  Sunny Li Sun,et al.  The Institution-Based View as a Third Leg for a Strategy Tripod. , 2009 .

[52]  Ajai S. Gaur,et al.  Business Group Affiliation, Firm Governance, and Firm Performance: Evidence from China and India , 2009 .

[53]  Jean McGuire,et al.  Japanese keiretsu: Past, present, future , 2009 .

[54]  Judy Li,et al.  The Index of Economic Freedom , 2008 .

[55]  Heitor Almeida,et al.  A Theory of Pyramidal Ownership and Family Business Groups , 2005 .

[56]  Chi‐Nien Chung,et al.  Keeping it all in the Family: The Role of Particularistic Relationships in Business Group Performance during Institutional Transition , 2005 .

[57]  Lisa A. Keister,et al.  Exchange Structures in Transition: Lending and Trade Relations in Chinese Business Groups , 2001, American Sociological Review.

[58]  Rosalie L. Tung,et al.  International expansion of emerging market enterprises: A springboard perspective , 2007 .

[59]  Ajai S. Gaur,et al.  Business group affiliation and post-acquisition performance: An extended resource-based view , 2017 .