Institutions and strategy in dynamic markets : the case of Vale in Mozambique

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dc.contributor.advisor White, Lyal en
dc.contributor.postgraduate Nupen, Stewart Robert Quentin en
dc.date.accessioned 2013-09-06T13:48:23Z
dc.date.available 2013-04-30 en
dc.date.available 2013-09-06T13:48:23Z
dc.date.created 2013-04-25 en
dc.date.issued 2012 en
dc.date.submitted 2013-02-24 en
dc.description Dissertation (MBA)--University of Pretoria, 2012. en
dc.description.abstract Vale, a Brazilian-based, multinational mining company is used as a case study to investigate the impact of institutions on company strategy in dynamic markets. The research focuses on Vale’s exploration and development of the coal deposits of Mozambique, a country in which the institutional environment was decimated by war between 1964 and 1992.The objective of the research is to investigate how using the theory of institutions, as articulated in international business and corporate strategy literature, could be useful in understanding how firms make strategic choices and seek to gain competitive advantage in dynamic markets. In addition, the research provides a case study based in an African market, which will add to the material available for teaching general management principles in dynamic markets.The research demonstrates the importance of the link between Brazil’s foreign policy between 2000 and 2010, and Vale’s expansion strategies in Africa at that time. It highlights the institutional deficiencies in Mozambique at the time of Vale’s entrance, such as the limited rail infrastructure and weakly developed mineral rights legislation; and shows how Vale has been able to turn these deficiencies into competitive advantage, and has developed a dominant position in an internationally significant coalfield.In this way, the research supports the “institutional-view” of strategy, as articulated by Peng, Wang and Jiang (2008) and positions the role of institutions as being at least as important as industry and company resource factors in determining company strategy in dynamic markets.The challenge presented to readers of the case is to describe the institutional landscape in Mozambique and assess Vale’s response to it, using Khanna, Palepu and Sinha’s (2005) framework; to assess the merit of Peng et al.’s (2008) “strategy-tripod” when considering dynamic market strategy; and to consider the economic, political and social context facing Vale in trying to maintain and grow their competitive position. en
dc.description.availability unrestricted en
dc.description.department Gordon Institute of Business Science (GIBS) en
dc.identifier.citation Nupen, SRQ 2012, Institutions and strategy in dynamic markets : the case of Vale in Mozambique, MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://hdl.handle.net/2263/22814 > en
dc.identifier.other F13/4/245/zw en
dc.identifier.upetdurl http://upetd.up.ac.za/thesis/available/etd-02242013-112512/ en
dc.identifier.uri http://hdl.handle.net/2263/22814
dc.language.iso en
dc.publisher University of Pretoria en_ZA
dc.rights © 2012 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. en
dc.subject UCTD en_US
dc.subject Dynamic markets en
dc.subject Company strategy infrastructure en
dc.subject Emerging markets en
dc.subject Mozambique en
dc.subject Theory of institutions en
dc.subject Vale en
dc.title Institutions and strategy in dynamic markets : the case of Vale in Mozambique en
dc.type Dissertation en


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