Analysis of the Internationalization Pathways of Chinese Medical Device Enterprises-Taking Mindray Medical as an Example

Abstract

With the rapid development of China’s medical device industry and the continuous expansion of its export scale, corporate internationalization has become a focal point of attention for both academia and the industry. This paper uses Mindray Medical as a representative case study. By integrating the Uppsala internationalization model, the resource-based view, dynamic capability theory, and global value chain analysis, it explores how Chinese enterprises can enter institutional markets and achieve capability building. Research findings indicate that Mindray Medical has adopted a progressive path of “entering emerging markets-building compliance capabilities-achieving breakthroughs in high-end markets.” Through compliance adaptation, dynamic capability accumulation, and M&A integration, the company has transformed from a low-cost manufacturer into a global solutions provider. Mindray Medical has enhanced its regulatory compliance by adhering to EU Medical Device Regulation (MDR) and Food and Drug Administration (FDA) standards, while simultaneously upgrading its value chain from single-device manufacturing to ecosystem-based services. This pathway not only reveals the dual role of the institutional environment as both a constraint and a catalyst but also underscores the importance of localized services and strategic patent positioning. This paper provides case support for understanding the catch-up logic of emerging market enterprises and offers insights for the internationalization practices and policy formulation of Chinese medical device companies.