The Global Impact of ‘Made in Italy’
Edited by Giuseppe Bertoli and Riccardo Resciniti
Chapter 8: The role of country of origin in supporting export consortia in emerging markets
In the last few decades various contributions (Baldoni et al. 1998; Lanzara et al. 1990; Rabellotti 1998) have highlighted the diffusion of export consortia as a strategic option for penetrating foreign markets. In recent years international competition has strongly increased, pushing companies to tap into new resources and competences. As well, the development of emerging markets implies the adoption of more articulated and complex sales strategies due to the higher cultural, geographic and institutional distance compared to traditional Western markets. Within such a competitive scenario, companies falling short in specific competences might display a renowned interest in alliances and specifically on multilateral agreements as export consortia. This organizational tool might prove more effective in complex and new foreign markets if it demonstrated the ability to coordinate the individual behaviour of member companies and to manage collective resources such as the common country of origin (COO), whose effect could provide various benefits in terms of evaluation and perception of foreign commercial partners and final consumers (Agrawal and Kamakura 1999; Al-Sulaiti and Baker 1998; Papadopoulos et al. 1993).
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