Socio-cultural learning can be illustrated by examining businesses operating in both developed and emerging economies. A careful examination of their similarities and differences provides distinctions with their beliefs towards business operations and ethics. This type of examination can provide insight into how companies in emerging economies are able to leverage their resources and capabilities in developing and growing successful operations. The pervasive thinking is that emerging economies represent untapped potential (Chiou, 2013). However, many companies such as Walmart have undertaken operations in these markets only to be unsuccessful (Peng, 2014). So why would an American giant like Walmart face problems within these emerging economies? In contrast to the (once) small startups Lenovo, Acer and Tata, these companies have found enormous success conducting operations within such markets. This analysis will evaluate and compare the core resources and capabilities (R&C) of successful companies from both emerging multinational economies to those within developed countries. This analysis will conclude with a role-play on the potential ethical dilemmas leaders face when managing a multinational company in an emerging market. This role-playing game will assume that a new leader finds himself having to take over a copycat company that is in clear violation of a rival company's intellectual property rights. The analysis will address the author's point of view on how such a situation can be managed. EvaluationCopycat companies in emerging markets (such as Lenovo, Acer, and Tata) can be considered learning companies. Imitators have essentially learned how to conduct business from an already successful business model. Their skill......middle of paper.......The art of war. (1st ed.). Blacksburg, Virginia: Thrifty Books.Gupta, P. (2012, May 23). Dell's strategy is called into question by the collapse of its shares. Reuters. Retrieved from http://www.reuters.com/article/2012/05/23/us-dell-research-idUSBRE84M0OR20120523Herper, M. (2013, August 11). The cost of creating a new drug now stands at $5 billion, pushing big pharmaceutical companies to change. Forbes, Retrieved from http://www.forbes.com/sites/matthewherper/2013/08/11/how-the-staggering-cost-of-inventing-new-drugs-is-shaping-the-future-of- medicine/Lindsay, M. (n.d.). 8 Ways to Ensure a Successful New Product Launch. Fast Company, retrieved from http://www.fastcompany.com/1829483/8-ways-ensure-your-new-product-launch-succeedsPeng, M. (2014). Global strategy. (3rd ed.). Mason, OH: Cengage Learning.Schilling, M. (2010). Strategic management of technological innovation. (4th ed.). New York, NY: McGraw-Hill/Irwin.