The entry mode choice process of emerging-market multinational enterprises in other emerging markets: a multiple-case study of Turkish firms in Pakistan

What is it about?

Our findings move beyond conventional models that treat motivations, risks, and evaluations as separate determinants, instead revealing their interdependence as a complex and dynamic architecture of decision-making. Entry mode choice by emerging-market MNEs into other emerging markets are neither purely efficiency-driven nor solely constrained by cultural and institutional conditions; instead, they emerge from hybrid reasoning processes combining relational embeddedness, capability advancement, and control imperatives.

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