International Journal of Management

Firms expanding into emerging economies face institutional voids, regulatory volatility, infrastructure constraints, and distinct consumer and channel structures. These conditions amplify the strategic importance of market entry choices—such as exporting, licensing, joint ventures, acquisitions, and greenfield investments—and the accompanying configuration of partners, governance, and local adaptation. This paper develops and tests a contingency-based model linking market entry strategies to multidimensional performance outcomes in emerging economies. Building on transaction cost economics, the resource-based view, institutional theory, and real options logic, we propose that performance depends less on the “best” entry mode and more on fit between entry strategy and contextual factors: institutional distance, market uncertainty, firm international experience, and local partner capability. Using a cross-sectional survey design with archival triangulation (illustrative empirical design and simulated estimation for exposition), we show that high-control modes (acquisition/greenfield) outperform low-control modes under high institutional uncertainty when firms possess strong host-country learning capability, while collaborative modes (joint ventures/strategic alliances) yield superior performance under high institutional voids when partner capability is high. Findings offer practical guidance on selecting entry strategies, structuring governance, and sequencing commitments to improve survival and growth in emerging economies.