Doing Business in Emerging Markets

S. Tamer Cavusgil currently serves as Fuller E. Callaway Professorial Chair and Executive Director, Center for International Business Education and Research (CIBER), J. Mack Robinson College of Business, Georgia State University, Atlanta, U.S.A. A trustee of Sabanci University in Istanbul, Turkey, Tamer is also a visiting professor at Leeds University Business School, U.K., and The University of South Australia Business School. Professor Cavusgil has been mentoring students, executives, and educators in international business for the past four decades. A native of Turkey, his professional work with the International Trade Center (WTO) has taken him to numerous emerging markets for training and exporter development projects. Recognizing the importance of emerging markets for western firms, he developed the Emerging Market Potential Index while serving as the CIBER director at Michigan State University. Pervez N. Ghauri completed his PhD at Uppsala University (Sweden) where he also taught for several years. Over the years he has worked at Manchester Business School and King’s College London in UK. Currently Pervez is Professor of International Business at University of Birmingham (UK). Pervez is the Editor-in-Chief of the International Business Review (IBR) and Consulting Editor for Journal of International Business Studies (JIBS). He is a Fellow for both the European International Business Academy (EIBA) and the Academy of International Business (AIB), where he was also Vice President during the period 2008 and 2010. His books include Internationalization of the Firm, International Business Strategy, International Business Negotiations, Project Marketing and Research Methods in Business Studies. He consults and offers training programs to a number of organizations such as BP, Airbus Industries and Ericsson.Leigh Anne Liu is Professor of International Business of Georgia State University USA and Fulbright-Hanken Distinguished Chair of Business and Economics 2020–2021. She received her PhD from Vanderbilt University. Her research explores how culture and cognition influence intercultural interactions, including negotiation, conflict management, and collaborations at individual, team, firm, and national levels. Her works appear in Administrative Science Quarterly, Journal of Applied Psychology, and Journal of International Business Studies, among others. Leigh Anne has been a visiting professor at the University of South Australia, the University of Toulouse in France, and Peking University and Nanjing University in China. She has consulted for Fortune 500 companies and the non-profit sector on conflict management and multicultural competency projects. She is also an associate editor for the Journal of Business Research and Cross Cultural & Strategic Management, and has been a guest editor of three special issues. She also serves on the editorial boards of Academy of Management Review, Management and Organization Review, and International Business Review.

This third edition of Doing Business in Emerging Markets by Cavusgil, Ghauri, and Liu provides fresh perspectives on these dynamic, rapidly transforming economies. The authors offer multi-disciplinary perspectives on the fundamentals of their rise, and prospects for their future in view of the global pandemic. Numerous original cases, authored by colleagues in various emerging markets, make the book especially suitable for higher education. Readers will find numerous examples of fresh perspectives and helpful teaching notes that enrich this book.

• Part One: Foundation ConceptsChapter 1: Emerging Markets - Setting the StageChapter 2: What is an Emerging Market?Chapter 3: Pathways to Economic Transformation: Common Characteristics of Emerging MarketsCases for Part OneHydrola: A French Company’s Expansion into Emerging MarketsThe Brazilian Little way of Doing BusinessCilek – An Emerging Market Company Goes GlobalThe Janus Face of China’s Engagement in Africa – Stakeholder PerspectivesPart Two: Potential of Emerging MarketsChapter 4: What Makes Emerging Markets Attractive?Chapter 5: Assessing Market Potential of Emerging MarketsCases for Part TwoATOM – An Italian Family Firm Operating in BrazilLenovo – The Global Challenger from an Emerging MarketChery Goes to Brazil – Challenges for an Automaker in an Emerging EconomyStarbucks in Russia – Challenges and Opportunities in an Emerging MarketPart Three: Managing in Emerging MarketsChapter 6: Managing Operations in Emerging MarketsChapter 7: Negotiations and Conflict Management in Emerging MarketsChapter 8: A Bright -- if Uneven-- Future for Emerging MarketsCases for Part Three1MORE - A Late-Mover Headphone Maker in ChinaCan a Guerilla Sit Wherever It Wants? Best Buy Goes to TurkeyBottled Water Industry in Uzbekistan: Multinational and Local FirmsStora Enso – Corporate Reputation in an Emerging MarketAn Expatriate Management Experience in Thailand