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Integrative Case 4.1- ESET: FROM A “LIVING-ROOM” FIRM TO A GLOBAL PLAYER IN THE ANTIVIRUS SOFTWARE INDUSTRY
Case Discussion Questions

1.How could a company from Slovakia become a leading global player in the antivirus software industry?
2.From a resource-based view, what are ESET’s sources of competitive advantage?
3.When companies from emerging economies market their products abroad, what do they typically encounter?
4. From an institution-based view, country-of-origin images reflect the informal rules and perceptions of the game that customers (especially those in developed economies) accept. How can companies from emerging economies overcome negative country-of-origin images?

Integrative Case 4.3- SINO IRON: ENGAGING STAKEHOLDERS IN AUSTRALIA
Case Discussion Questions

1. If you were Hua Dongyi, Chairman of Sino Iron in Australia, how would you deal with the Australian government given its negative attitude on Chinese investment?
2. Compare CITIC’s overseas project investments and operations in Africa and Australia. What are the institutional differences? How do these differences affect firm performance?
3. What liabilities of foreignness did CITIC encounter in Australia? How could these be overcome?
4. Who are the stakeholders in the Sino Iron project? How can the Chinese company best engage them?

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