Purpose The study explores how emerging market firms (EMFs) survive and thrive for a sustained period in less-developed institutional environments. Design/methodology/approach Using a qualitative approach, the study analyzes 115 publicly available interviews with EMF founders and senior business leaders across emerging markets worldwide. A grounded theory approach was employed to identify patterns in leadership and resource mobilization strategies. Findings The study reveals how EMFs with limited resources strategically identify, acquire and deploy resources to overcome institutional constraints. It highlights the pivotal role of entrepreneurial leadership in recognizing opportunities, orchestrating resources and navigating complex, uncertain environments to sustain firm growth. Originality/value This research develops an integrative framework combining the resource-based view and institutional theory, offering a novel understanding of the dynamic interplay between entrepreneurial leadership and resource mobilization. In doing so, it provides context-sensitive insights into how entrepreneurial leadership shapes resource mobilization across diverse emerging market regions.
Shahid et al. (Mon,) studied this question.