Strategies in Emerging Markets and Implications of the Study

In conclusion, the relevance of the research implications, managerial implications, and implications for strategies in emerging markets are assessed in this chapter. The findings show that future research should apply different research designs such as a focus group discussion, collect empirical data from the various levels of the chosen organizations, be quantitative, make use of hypothesis testing, do a comparative study, etc. Various managerial implications are also recommended based on the study and the conclusions drawn. Some of the implications are that management should develop a long-term learning and adaptive perspective. Management must be able to secure a full understanding of all the partners on the subject of joint venture, strategic alliances, and other forms of collaboration. Some of the implications for strategies in emerging markets are that the spectrum of competitive strategies developed by Hout et al. (1982), Jobber and Ellis-Chadwick (2013), and Ansoff (1975) is found to be relevant and applicable in emerging markets. The other strategies that deal with emerging markets were also found to be relevant and applicable in the Eastern and Central Europe market with some minor modifications and adaptations. The reader should keep in mind that some articles are referenced repetitively in research implications, managerial implications, and implications for strategies in emerging markets when they are found to be necessary for drawing implications. For the sake of clarity, implication is defined as follows: an implication is something that is suggested, or happens indirectly. It has many different senses: usually used in the plural, implications are effects or consequences that might happen in the future. When you left the gate open and the dog escaped, you are guilty by implication.