Competition at home and foreign market entry timing

Powell, K. Skylar

doi:10.1108/mbr-10-2017-0070

Cited by 7 publications

(3 citation statements)

References 73 publications

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“…A target country's economic, social, and political situations force BGFs to initially internationalize their businesses incrementally (Singh and Kota, 2017;Rana et al, 2021;Chatterjee et al, 2021a). It is perceived that BGFs that lag in strategizing their business as well as their operational performance could be adversely affected due to the business risk of operating in the foreign market (Powell, 2019). For this, BGFs need to strengthen their ability to find and recognize the potential value of external information so that they can address the risks of expanding their businesses internationally.…”

Section: Internal Dynamics Of "Born Global"mentioning

confidence: 99%

External environment and internal dynamics of “born global”: strategic and operational firm performance

Chaudhuri,

Vrontis,

Chatterjee

2023

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Purpose“Born global firms” are those organizations which, from their inception and by nature, adopt an essentially global-scale entrepreneurial functional and attitudinal strategy for growth. They seek to gain significant competitive advantage by utilizing their internal resources while leveraging external environment potentialities, to sell their outputs internationally. The aim of this research is to investigate the influence of the external business environment and the dynamic capabilities of born global firms, on their strategic and operational performance, as well as the role of leadership vision on their internationalization performance.Design/methodology/approachInitially and resting on extant literature with pertinent foci, including the absorptive capacity and the dynamic capability view theories, a conceptual model is proposed. Subsequently, the model is validated through the partial least square structural equation modeling technique, based on 417 respondents from Indian firms.FindingsThe study concludes that the external business environment and internal dynamic capabilities of born global firms have a significant and positive impact on their strategic, as well as operational performance; with leadership vision playing a significant moderating role to this relationship. The study finally presents the executive implications of the findings and identifies the avenues for further scientific research.Originality/valueThis is a unique study on the topic, both in relation to resources/capabilities versus performance and with regards to the leadership vision's role. It moreover focuses on a primary business force, India, which comprises prime examples of global entrepreneurship. The research constituting a significant contribution to knowledge, as research on how small firms can strategically grow so rapidly and effectively, is still far from conclusive, particularly under the present evolutions that incessantly redefine the contextual business forces upon which strategy is drawn.

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Section: Internal Dynamics Of "Born Global"mentioning

confidence: 99%

External environment and internal dynamics of “born global”: strategic and operational firm performance

Chaudhuri,

Vrontis,

Chatterjee

2023

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“…Every nation was unique regarding its context as argued earlier (Gregersen and Black, 1992; Bhattacharyya, 2012). The economy as well as the market of each country was thus distinct and different from another country (Cavusgil, 1984; Powell, 2019). It would be important to reflect upon why economy of each country as well as its market was varied from other country markets (Erramilli, 1991; Singh, 2009).…”

Section: Theoretical Development Of the Frameworkmentioning

confidence: 99%

International business strategy: development of an integrated framework and typology

Bhattacharyya

2020

RIBS

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Purpose The purpose of this study is international business strategy (IBS) has evolved into a complex and vast domain of study. Given this fact, the author first proposed a set of screens that a firm’s IBS manager was required to assess before venturing into a foreign country. Then the author developed an integrated IBS framework to secure a holistic view regarding IBS. Finally, the author proposed a typology to classify IBS archetypes. Design/methodology/approach The author undertook a systematic and integrated literature review of IBS literature. The literature review was carried out with a conceptual perspective in mind. Incremental and argumentative logic was applied to develop the integrated IBS framework from a wide domain of literature. Furthermore, the typology on IBS initiatives was also developed based upon a classification scheme developed in the framework. Findings The author developed the integrated conceptual framework based upon six building blocks which were conceptual elements. The framework consisted of the antecedent variable as internationally deployable organizational resources and capabilities (IDORC), the mediating variables as internationally implementable organizational process (IIOP), internationally executable practices and activities (IEPA) and international market product service offerings (IMPSO). The moderating variable was international initiatives management direction and control (IIMDC), while the dependent variable was international market performance assessment (IMPA). Thus, IDORC, IIOP, IEPA, IMPSA, IIMDC and IMPA were the building blocks of IBS framework. There were 12 types of IBS typologies based upon the dominant role played by the home and host countries in the six building block elements of IBS mentioned. The 12 typologies were domestic reproduction (DR), foreign country centric offerings (FCCO), international offerings perspective (IOP), foreign country-driven activities (FCDA), international-driven activities (IDA), foreign country-driven process (FCDP), international-driven process (IDP), foreign country initiatives domestically controlled (FCIDC), international initiatives domestically controlled (IIDC), international initiatives home-dominant foreign dyad controlled (IIHDFDC), international independent initiative (III) and international coordinated network approach (ICNA). Research limitations/implications In this study, an integrated framework on IBS was developed. In the theoretical framework, antecedent (DORC), mediating (IIOP, IEPA and IMPSA), moderating (IIMDC) and dependent variables (IMPA) have been incorporated. This was the first theoretical contribution of this paper toward IBS theorization. Second contribution of this paper was toward typology development regarding IBS initiatives archetypes. The 12 typologies were DR, FCCO, IOP, FCDA, IDA, FCDP, IDP, FCIDC, IIDC, IHDFDC, III and ICNA. The IBS typology is based upon the six constituent concepts developed from literature. Practical implications Managers who are responsible for the planning and execution of IBS initiatives could from the integrated IBS framework comprehend what would be the steps required to plan and execute an IBS strategy in its entirety for success in foreign markets. Furthermore, managers could understand the various mediation and moderation roles regarding the IBS factors present in any firm internationalization effort. This would help managers not only to amplify the mediating effects but also to tweak the efforts of moderation so as to arrive at better internationalization performance. The section on typology on IBS initiatives would help managers to secure a better fit for the IBS initiative of the firm. The typology would anchor managerial perspectives regarding how the home country firm organizational contributions on resources and capabilities, processes, practice activities and products and services need to be offered in foreign countries. Originality/value To the best of author’s knowledge, this is one of the first frameworks regarding an integrated perspective on IBS and a typology on IBS based upon a set of antecedent (resources and capabilities), mediation (process, activities and market offerings), moderation (management control) and dependent (performance) variables building on firm resource-based view perspectives.

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“…Future research can add to this stream of literature by studying different industries, home markets and host markets (cf. Powell, 2019).…”

Section: Attitudinal Commitment In Firmsmentioning

confidence: 99%

Attitudinal commitment in firms’ de-internationalization processes

Kuiken¹,

Wentrup

Schweizer

2020

MBR

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Purpose This paper aims to examine the de-internationalization process to determine how different forms of attitudinal commitment influence the de-internationalization process. Design/methodology/approach Because of the exploratory nature of the study, a case study design is used. Two cases of Swedish companies, which de-internationalize from the French market, are studied. Findings Different commitment profiles influence the de-internationalization process. In particular, a general commitment profile, in which affective, normative, instrumental and continuance commitment play a role, influences the timing of de-internationalization, while the effort directed toward the execution of de-internationalization is mainly influenced by normative commitment and the extent of de-internationalization mainly by instrumental commitment. Research limitations/implications By offering three propositions regarding the four types of commitment and the effects of these commitment types on the process of de-internationalization, the authors contribute to the literature on de-internationalization and the commitment literature. Practical implications The findings suggest that there is a risk that managers continue to commit resources to a market for a longer period without clear benefits because of affective and continuance commitment. As local employees persist in committing to the local market because of continuance commitment, offering viable alternatives reduces commitment to the foreign operations. Originality/value Distinguishing between different types of commitment, the paper builds on a more fine-grained typology of commitment than previous internationalization literature. Thereby, the paper opens up for new insights in the de-internationalization process.

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Competition at home and foreign market entry timing

Cited by 7 publications

References 73 publications

External environment and internal dynamics of “born global”: strategic and operational firm performance

External environment and internal dynamics of “born global”: strategic and operational firm performance

International business strategy: development of an integrated framework and typology

Attitudinal commitment in firms’ de-internationalization processes

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