Subsidiary capability upgrading under emerging market acquirers

S. He, Z. Khan, O. Shenkar

Research output: Contribution to JournalArticle


This article leverages a case study of a recent Chinese acquisition in the United Kingdom to explore the upgrading of capabilities in the subsidiaries in developed countries acquired by emerging market multinational enterprises (EMNEs). The seemingly implausible upgrading phenomenon is explained by the EMNEs’ complementary assets, their GVC lead firm positions and the unique power relationship between the acquirer and acquired firms, which enables the EMNEs to ‘impel’ upgrading and encourage ‘co-learning’ in their acquired subsidiaries. The contributions to the literature on EMNEs, global value chains, and organizational learning are outlined and discussed.
Original languageEnglish
Pages (from-to)1-15
Number of pages15
JournalJournal of World Business
Issue number2
Early online date7 Dec 2017
Publication statusE-pub ahead of print - 7 Dec 2017


  • China
  • Emerging economy multinational enterprises
  • acquisition
  • learning
  • subsidiary
  • upgrading

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    Strengthening civic and business relationships between China and the UK

    Shaowei He (Principal Investigator)

    Impact: 08: Decent Work and Economic Growth (UN SDG), 09: Industry, Innovation, and Infrastructure (UN SDG), 16: Peace, Justice and Strong Institutions (UN SDG)


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    the 2nd Northampton - China Forum

    Shaowei He (Participant)

    2 Mar 2020

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    The First Cambridge Belt & Road Initiative International Conference

    Shaowei He (Participant)

    5 Jul 20187 Jul 2018

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