International Marketing

Increasingly, multinational corporations (MNCs) nolonger simply view emerging countries as manufactur-ing bases; instead, they recognize their market poten-tial and have begun to develop firm strategies that suitthese unfamiliar and turbulent host country environ-ments (Luo and Park 2001; Tan and Litschert 1994).This conjecture is consistent with the traditional environment–strategy–performance framework, whichsuggests that a firm must be able to scan and make senseof its external environments and then identify strategyto align with such external conditions for success (e.g.,Child 1972; Miller and Friesen 1983). Previous research

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