Introduction and Overview

  • Andreas BreinbauerEmail author
  • Johannes Jäger
  • Andreas G. M. Nachbagauer


Concerns have recently been publicly raised about the impact of emerging market multinationals. The expansion of China’s multinationals into Europe and the Belt and Road Initiative have been greeted positively in some quarters but have also led to increasing awareness of the potential long-term implications. This chapter serves as an introduction to the edited volume, addressing opportunities and concerns relating to these developments. While there is already much literature on foreign direct investment in emerging economies and emerging multinationals per se, this book focuses on the neglected issue of the (potential) impact of the expansion of emerging market multinationals into Europe. By including long-term and interdisciplinary insights, it opens up a fresh perspective on a highly controversial issue. Starting with a call for a new theoretical understanding which is based on a multilevel (economic) view, which incorporates politics and power and takes questions of sustainability seriously, the chapter introduces key ideas and findings. Bridge-building efforts to cross-fertilize ideas developed in various fields enhance our understanding of the nature and role of emerging market multinational companies (EMNCs) in Europe. They are intended to facilitate the development of criteria for sustainable strategies in dealing with emerging market multinationals in Europe.


  1. Agarwal SK (2008) Corporate social responsibility in India. Response Books, Los AngelesCrossRefGoogle Scholar
  2. Ambos B, Schlegelmilch BB (2010) The new role of regional management. Palgrave Macmillan, LondonCrossRefGoogle Scholar
  3. Appel TN (2014) Just how capitalist is China? Revista de Economia Política 34:656–669. CrossRefGoogle Scholar
  4. Barkemeyer R, Figge F (2014) CSR in multiple environments: the impact of headquartering. Crit Perspect Int Bus 10:124–151. CrossRefGoogle Scholar
  5. Bartlett CA, Ghoshal S (1989) Managing across borders: the transnational solution. Harvard Business School, BostonGoogle Scholar
  6. Becker-Ritterspach FAA, Blazejewski S, Dörrenbächer C, Geppert M (eds) (2016) Micropolitics in the multinational corporation: foundations, applications and new directions. Cambridge University Press, CambridgeGoogle Scholar
  7. Breinbauer A (2018) Fünf Jahre Seidenstraßen-Initiative – Zeit für eine Zwischenbilanz: Kommentar. Seidenstraße (S. 7). Verkehr 74Google Scholar
  8. Breinbauer A, Leitner J (2017) Internationalization strategies and FDI-dynamics of Turkish and Russian multinationals with reference to Austria/Vienna. Wirtschaft und Management 24(Mai):7–26Google Scholar
  9. Brennan L (ed) (2011) The emergence of southern multinationals: their impact on Europe. Palgrave Macmillan, LondonGoogle Scholar
  10. Brennan L, Bakir C (eds) (2016) Emering market multinationals in Europe. Routledge, LondonGoogle Scholar
  11. Chattopadhyay A, Batra R, Ozsomer A (2012) The new emerging market multinationals: four strategies for disrupting markets and building brands. McGraw-Hill, New YorkGoogle Scholar
  12. Crane A, Matten D (2016) Business ethics: managing corporate citizenship and sustainability in the age of globalization, 4th edn. Oxford University Press, OxfordGoogle Scholar
  13. Cuervo-Cazurra A (ed) (2018) State-owned multinationals: governments in global business. Palgrave Macmillan, CheltenhamGoogle Scholar
  14. Cuervo-Cazurra A, Ramamurti R (2014) Understanding multinationals from emerging markets. Cambridge University Press, CambridgeCrossRefGoogle Scholar
  15. Donovan JD (ed) (2017) Corporate sustainability assessments: sustainability practices of multinational enterprises in Thailand. Routledge, LondonGoogle Scholar
  16. Dörrenbächer C, Gammelgaard J (2011) Subsidiary power in multinational corporations: the subtle role of micro-political bargaining power. Crit Perspect Int Bus 7:30–47. CrossRefGoogle Scholar
  17. Dörrenbächer C, Gammelgaard J (2016) Subsidiary initiative taking in multinational corporations: the relationship between power and issue selling. Organ Stud 37:1249–1270. CrossRefGoogle Scholar
  18. Dörrenbächer C, Geppert M (eds) (2011) Politics and power in the multinational corporation: the role of institutions, interests and identities. Cambridge University Press, CambridgeGoogle Scholar
  19. Dörrenbächer C, Geppert M (eds) (2017) Multinational corporations and organization theory: post millennium perspectives. Research in the Sociology of Organizations series, vol 49. Emerald PublishingGoogle Scholar
  20. Fuchs M, Henn S, Franz M, Mudambi R (eds) (2017) Managing culture and interspace in cross-border investments: building a global company. Routledge Taylor & Francis, New YorkGoogle Scholar
  21. Geppert M, Becker-Ritterspach FAA, Mudambi R (eds) (2016) Special issue: new organizational perspectives on the study of politics and power in the multinational company. Organ Stud 37(9)Google Scholar
  22. Godiwalla YH, Damanpour F (2006) The MNCS global ethics and social responsibility: a strategic diversity management imperative. J Divers Manag 1:43. CrossRefGoogle Scholar
  23. Hanemann T, Huotari M (2018) EU-China FDI: towards reciprocity in investment relations. Rhodium Group; Mercator Institute for China Studies (MERICS), BerlinGoogle Scholar
  24. Homlong N, Springler E (2012) Is Vietnam the New Asian Tiger? Scoreboard and macroeconomic evaluation of the attractiveness for foreign direct investment. Int J Econ Financ Stud 4:175–184Google Scholar
  25. Homlong N, Springler E (eds) (2013) Business-Handbuch Vietnam: Das Vietnamgeschäft erfolgreich managen: Kulturverständnis, Mitarbeiterführung, Recht und Finanzierung. Springer Gabler, WiesbadenGoogle Scholar
  26. Horváth P, Pütter JM (eds) (2017) Sustainability reporting in central and eastern European companies: international empirical insights. Springer, ChamGoogle Scholar
  27. Jones G (2004) Multinationals and global capitalism from the nineteenth to the twenty-first century. Oxford University Press, OxfordCrossRefGoogle Scholar
  28. Klopf P, Nell P, Leitner J (2017) It’s the politics, stupid! Politik als Risikofaktor für Betriebe. Die PresseGoogle Scholar
  29. Konara P, Ha Y, McDonald F, Wei Y, Pettit CPC, Dunleavy P (eds) (2015) The rise of multinationals from emerging economies: achieving a new balance. Palgrave Macmillan, BasingstokeGoogle Scholar
  30. Lange KSG, Becker-Ritterspach FAA (2016) Micropolitics in emerging market multinational corporations (EMNCs) as a field of new research. In: Becker-Ritterspach FAA, Blazejewski S, Dörrenbächer C, Geppert M (eds) Micropolitics in the multinational corporation: foundations, applications and new directions. Cambridge University Press, Cambridge, pp 281–297Google Scholar
  31. Lu J, Liu X, Wright M, Filatotchev I (2014) International experience and FDI location choices of Chinese firms: the moderating effects of home country government support and host country institutions. J Int Bus Stud 45:428–449. CrossRefGoogle Scholar
  32. Lukes S (2005) Power. A radical view, 2nd edn. Macmillan International Higher Education, LondonGoogle Scholar
  33. Marinov M, Marinova S (eds) (2014) Successes and challenges of emerging economy multinationals. Palgrave Macmillan, BasingstokeGoogle Scholar
  34. Mirza H, Girould A, Wee HK (2011) Emerging multinational enterprises. In: Brennan L (ed) The emergence of southern multinationals: their impact on Europe. Palgrave Macmillan, London, pp 13–41CrossRefGoogle Scholar
  35. Nachbagauer AGM (2016) Stimulating sustainability in multinational companies: the significance of regional headquarters. Manag Dyn Knowl Econ 4:215–240Google Scholar
  36. Nachbagauer AGM (2017) Sustainable location policy – a view from inside of the corporation. Wirtschaft und Management 24(Mai):63–88Google Scholar
  37. Nölke A (2013) Spielarten des Kapitalismus. Peripherie 33:256–259Google Scholar
  38. Nölke A (ed) (2014) Multinational corporations from emerging markets: state capitalism 3.0. Palgrave Macmillan, LondonGoogle Scholar
  39. Ogendo JL (2017) Emerging economy MNEs: exploring the integration of knowledge transfer and strategy for sustainable performance. Springer, ChamCrossRefGoogle Scholar
  40. Parkinson J (2003) Models of the company and the employment relationship. Br J Ind Relat 41:481–509. CrossRefGoogle Scholar
  41. Petras J, Veltmeyer H (2007) Multinationals on trial. Foreign investment matters. Ashgate, FarnhamGoogle Scholar
  42. Schmidpeter R, Lu H, Stehr C, Huang H (2015) Sustainable development and CSR in China. Springer, ChamCrossRefGoogle Scholar
  43. Simchi-Levi D, Peruvankal JP, Mulani N, Read B, Ferreira J (2012) Is it time to rethink your manufacturing strategy? MIT Sloan Manag Rev 53:20–22Google Scholar
  44. UNCTAD (2018) World investment report 2018. Country fact sheets.
  45. van Agtmael AW (2007) The emerging markets century: How a new breed of world-class companies is overtaking the world. Simon & Schuster, LondonGoogle Scholar
  46. Weingarten J, Franz M, Henn S (2015) BRICINVEST – Investoren aus den BRIC-Staaten und Arbeitnehmerinteressen in Deutschland. Accessed 11 Jan 2018
  47. Whitley R (2007) Business systems and organizational capabilities. Oxford University Press, OxfordCrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Andreas Breinbauer
    • 1
    Email author
  • Johannes Jäger
    • 1
  • Andreas G. M. Nachbagauer
    • 1
  1. 1.University of Applied Sciences BFI ViennaViennaAustria

Personalised recommendations