Country of origin from a management perspective of emerging market companies
Article Category: Empirical Paper
Published Online: Sep 30, 2019
Page range: 212 - 229
Received: Apr 24, 2019
Accepted: Aug 06, 2019
DOI: https://doi.org/10.2478/ijme-2019-0015
Keywords
© 2019 Marzanna K. Witek-Hajduk et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.
Objective
The purpose of this paper is to identify the understanding and strategic importance of the country of origin (COO) and its dimensions from the perspective of the emerging market firms.
Methods
A qualitative approach was applied using in-depth interviews with 11 informants from owners of emerging market companies of household appliances brands.
Key findings
COO is perceived by managers of emerging markets’ firms as a multidimensional construct. In addition to the COO dimensions presented in the literature, informants indicate the following: country of technology/innovation origin, country of technical culture, country of service network localization, country of organizational culture origin (COOCO), and country of brand launching (COBL). Country of manufacturing (COM)/assembly/parts is perceived as a strategic imperative, first of all, from the sourcing strategy perspective, and it is less important from the marketing perspective than the country of brand origin (COBO).
Originality
This study contributes to existing literature by developing a deeper understanding of the COO dimensions from a perspective of emerging market companies.