Essays on Firm-Level and Country-Level Factors That Have Contributed towards the Success of TMT Companies Case Study

Download full paperFile format: .doc, available for editing

The paper 'Firm-Level and Country-Level Factors That Have Contributed towards the Success of TMT Companies" is a good example of a management case study. MNC refers to those firms with more subsidiaries in more than one country apart from their country of origin (Sola et al 2013). Without assuming the Western ethnocentric convention of the market power notion, there has been a hasty growth of Transnational Corporations from emergent markets which have steered to grander, concentration and enthusiasm in budding a better fond of the disposition and transmission of administrative approaches as of their perception.

According to the world investment report from UNCTAD (2010), there is a clear indication that although the developed nations multinational corporations (MNCs) credit for themselves a loose of international foreign FDI, emergent and changeover markets have come in and they are also presently claiming a significant portion of the revenues in the market (Williams and Lee, 2016). The emergent markets have significantly claimed almost a quarter of the international or global flows in 2015 (Williams and Lee, 2016). This bulk flow came from Asia and Australia by the year 2015.

These outcomes can be accredited to the changing trends of the fluctuating Western economies and the well-positioned of these new entrants into the market. Meaning new firms specifically from Australia have well identified the market niche that the giant corporations have either failed to provide or they have been providing partially. This essay seeks to analyze the global emergent markets in brief and analyze the corporation-level and nation-level aspects that have aided the success of TMT IT Company in Australia (Williams and Lee, 2016). Over the past fifteen years, statistics have indicated that there are more MNCs coming up from developing markets as compared to the already established markets.

They indicate that the dominance of these new entrants is from both Asia and Australia. The emerging markets are highly investing in low-income host nations guaranteeing themselves higher revenues while generating a considerate South-South venture capital flows (UNCTAD, 2012).


Anon, (2012). Research-on-Research: Research-on-Research Reports. RTM, 55(6).

Chang, Y. Y., Mellahi, K., & Wilkinson, A. (2009). Control of subsidiaries of MNCs from emerging economies: The case of Taiwanese MNCs in the UK. The International Journal of Human Resource Management. 20(1): 75-95.

Chen, R. (2008). The Cost of Doing Business Abroad in Emerging Markets and the Role of MNC Parent Companies. Multinational Business Review, 16(3), pp.23-40.

Depeige, A. and Sindakis, S. (2014). Enhancing competitiveness through MNC-local firms co-operative relationships. Em Mkts Case Studies, 4(8), pp.1-13.

Depeige, A. and Sindakis, S. (2014). Enhancing competitiveness through MNC-local firms co-operative relationships. Em Mkts Case Studies, 4(8), pp.1-13.

Djordjevic, M. and Djordjevic, A. (2012). The indirect strategies of internationalization of companies. Marketing, 43(1), pp.33-40.

Economic co-operation and integration among developing countries. (2010). Geneve: UNCTAD.

Engardio, P., Arndt, M., & Geri, S. (2006). Emerging Giants. Business Week, New York, 40, July, 31

Guillen, & Garcia –Canal, E. (2009). The American model of the multinational firm and the new multinationals from emerging economies. Academy of management perspectives. 23(2): 23-35.

Kowlaser, K., and Barnard, H. (2016). Tie Breadth, Tie Strength and the Location of Ties: the Value of Ties Inside and Emerging MNC to Team Innovation. Int. J. Innov. MGT., 20(01), p.1650006.

McGraw, P., and Peretz, M. (2011). HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996–2009. The International Journal of Human Resource Management, 22(12), pp.2539-2557.

Narla, S. (n.d.). Why Should Companies Learn and Use Social Communications? SSRN Electronic Journal.

Sola, D., Couturier, J., Raiciu, C. and Cuzzolin, S. (2013). Market entry decisions in emerging economies: the choice of local intermediaries as the key determinant of competitive sustainability. Examining the case of a leading MNC entering the Maghreb region. International Journal of Trade and Global Markets, 6(1), p.51.

Williams, C. and Lee, S. (2016). Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs. International Business Review, 25(1), pp.233-243.

Zhao, M., Park, S. and Zhou, N. (2014). MNC strategy and social adaptation in emerging markets. Journal of International Business Studies, 45(7), pp.842-861.

Zheng, C. (n.d.). International human resource management.

Download full paperFile format: .doc, available for editing
Contact Us