Journal of International Business and Economy

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Creating Competitive Advantage by Going Abroad: A Case Study of Tata Steel
Tae Gyeom Kim
Volume 19, Number 2, Fall 2018 (pp. 26 ~ 47)

Through different types of mergers and acquisitions, what started off as a motive for Tata Steel to increase their market expansion had led to diversifying their investments, gaining experiences and new knowledge sets through market and technology learning about different business environments. While the existing studies most simply look at fragmented cases of what advantages Tata Steel had in comparison with other steel firms to go abroad, this paper demonstrates that Tata Steel¡¯s competitive advantages were not innate, but rather created through continuous learning, collaboration, and outward investments based on the Imbalance Theory. Thus, hadn¡¯t been Tata Steel¡¯s motive to learn market and technology in different business settings after market expansion, it would have not become the top global steel player today.

Key Words: entry mode, OLI paradigm, imbalance theory, FDI, Tata Steel, India, MNC

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National Output and Market Return Integration of G-7 Countries: A Perspective from Principal Component Analysis
Galin Todorov
Volume 19, Number 2, Fall 2018 (pp. 48 ~ 73)
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Analysis of the Effects of Security Breaches on Firm Value
Stoyu Ivanov
Volume 19, Number 2, Fall 2018 (pp. 1 ~ 25)