The successful entry and survival of multinational enterprises (MNEs) in foreign markets largely depend on how governments and other stakeholders perceive their legitimacy. How do emerging market MNEs legitimise their operations in distant markets? What legitimacy threats must they overcome? This book explores these questions by examining MNEs from three BRIC economies (Brazil, India, China) and Poland, the largest economy in Central and Eastern Europe, as they enter Sub-Saharan Africa (SSA). We compare how these firms establish legitimacy in SSA, exploring both similarities (i.e. general patterns of legitimacy-building) and differences, often rooted in the interplay between the historical and developmental trajectories of their home and host countries.The uniqueness of this book lies in three key aspects. Firstly, it is the first to explore emerging market multinationals entering Africa through the lens of legitimacy-building. Secondly, it analyses the behaviour of corporations from four emerging markets, highlighting both commonalities and divergences in their legitimacy challenges and strategies. Thirdly, its concise format and balance between theory and practice make it particularly useful to a broad range of audiences, including scholars, students, and practitioners, especially entrepreneurs and managers aiming for success in Africa's fast-growing markets.By blending theory with practical insights, the book is valuable for scholars, students, and practitioners in International Business (IB) and Strategy, providing actionable knowledge for entrepreneurs and managers aiming to thrive in the dynamic African markets.

The successful entry and survival of multinational enterprises (MNEs) in foreign markets largely depend on how governments and other stakeholders perceive their legitimacy. How do emerging market MNEs legitimise their operations in distant markets? What legitimacy threats must they overcome? This book explores these questions by examining MNEs from three BRIC economies (Brazil, India, China) and Poland, the largest economy in Central and Eastern Europe, as they enter Sub-Saharan Africa (SSA). We compare how these firms establish legitimacy in SSA, exploring both similarities (i.e. general patterns of legitimacy-building) and differences, often rooted in the interplay between the historical and developmental trajectories of their home and host countries.The uniqueness of this book lies in three key aspects. Firstly, it is the first to explore emerging market multinationals entering Africa through the lens of legitimacy-building. Secondly, it analyses the behaviour of corporations from four emerging markets, highlighting both commonalities and divergences in their legitimacy challenges and strategies. Thirdly, its concise format and balance between theory and practice make it particularly useful to a broad range of audiences, including scholars, students, and practitioners, especially entrepreneurs and managers aiming for success in Africa's fast-growing markets.By blending theory with practical insights, the book is valuable for scholars, students, and practitioners in International Business (IB) and Strategy, providing actionable knowledge for entrepreneurs and managers aiming to thrive in the dynamic African markets.

The successful entry and survival of multinational enterprises (MNEs) in foreign markets largely depend on how governments and other stakeholders perceive their legitimacy. How do emerging market MNEs legitimise their operations in distant markets? What legitimacy threats must they overcome? This book explores these questions by examining MNEs from three BRIC economies (Brazil, India, China) and Poland, the largest economy in Central and Eastern Europe, as they enter Sub-Saharan Africa (SSA). We compare how these firms establish legitimacy in SSA, exploring both similarities (i.e. general patterns of legitimacy-building) and differences, often rooted in the interplay between the historical and developmental trajectories of their home and host countries.The uniqueness of this book lies in three key aspects. Firstly, it is the first to explore emerging market multinationals entering Africa through the lens of legitimacy-building. Secondly, it analyses the behaviour of corporations from four emerging markets, highlighting both commonalities and divergences in their legitimacy challenges and strategies. Thirdly, its concise format and balance between theory and practice make it particularly useful to a broad range of audiences, including scholars, students, and practitioners, especially entrepreneurs and managers aiming for success in Africa's fast-growing markets.By blending theory with practical insights, the book is valuable for scholars, students, and practitioners in International Business (IB) and Strategy, providing actionable knowledge for entrepreneurs and managers aiming to thrive in the dynamic African markets.