GBM-5003: Global Marketing Management

Enkhtaivan, B., & Davaadorj, Z. (2020). An integrated-dynamic mode of entry model: Global MNEs entering into emerging markets. Review of International Business & Strategy, 30(1), 97–107.
The purpose of this paper is to develop a conceptual model for the mode of entry in a particular case of global MNEs entering into emerging markets. The study has policy implications for emerging market institutions. Also, the model highlights the significance of long-term vision in global MNEs’ sustainability.

Oguji, N., & Owusu, R. A. (2021). Market entry into Africa: Acquisitions and international joint ventures. Studies of foreign firms’ market entry strategies, challenges, and performance in Africa. Thunderbird International Business Review, 63(1), 5.
The aim of this special issue is to advance understanding of international business in Africa and specifically focus on how foreign firms enter African markets via acquisitions and international joint ventures and extend knowledge of these market entry strategies and performance in Africa for research and for foreign firms intending to or currently doing business in Africa.

Lin, F.-J., & Ho, C.-W. (2019). The knowledge of entry mode decision for small and medium enterprises. Journal of Innovation & Knowledge, 4(1), 32–37.
A suitable organizational structure is necessary for companies to effectively manage foreign activities. Firms can choose from among several modes of foreign market entry, including exporting, contractual agreements, joint venturing, acquiring an existing company, and establishing a wholly-owned greenfield investment from scratch.

Wan, L., Orzes, G., Sartor, M., Di Mauro, C., & Nassimbeni, G. (2019). Entry modes in reshoring strategies: An empirical analysis. Journal of Purchasing and Supply Management, 25(3).
The Entry Mode (EM) choice is a fundamental issue in reshoring initiatives. This article examines which factors influence entry mode choice in reshoring initiatives. It focuses on a conceptual framework that explains the reshoring EM in terms of country, industry, firm, and project-specific factors, in addition to the offshoring EM choice.