International business in the digital age: Global strategies in a world of national institutions

Abstract

Digital technologies are changing how businesses strategize and organize internationally. They not only enable cost reduction in businesses crossing national boundaries but also enable novel types of products and business models. Yet, barriers to cross-border businesses persist or even re-emerge, such that the study of international business remains important in the digital age, but may have to shift focus. We argue that businesses operating internationally develop digital business strategies that are interdependent with their internationalization strategies. In doing so, they have to account for differences across national contexts including informal institutions, formal institutions, and resource endowments. We offer a conceptual framework linking external and internal antecedents to digital business and internationalization strategies. We focus in particular on three digital strategies: owning digital platforms, participating in digital platforms, and transforming traditional businesses for the digital world. On this basis, we discuss the contributions of the papers in this special issue and conclude by outlining an agenda for future research.

The effects of digital platforms on customers’ satisfaction in international shipping business

“…More specifically, Chang et al (2009) defined customer satisfaction as a psychological reaction to comparing expected and perceived performance based on prior experience. Meyer et al (2023) discussed a conceptual framework that relates external and internal antecedents to digital business and internationalisation strategies. Herold et al (2023) presented a targeted framework for characterising digital platforms and their disruptive potential.…”

Why and when does digital business strategy help manufacturers generate value co-creation with different stakeholders?

“…In the context of the sharing economy, user feedback can serve as a reference for a firm's value-creation process (Vargo and Lusch, 2016). Digital channels enable firms to expand their market reach, venturing into international markets (Meyer et al, 2023). Globalization opportunities provide firms with the chance to collaborate with consumers from diverse cultural backgrounds, thereby creating diversified value.…”

Розвиток Системи Стратегічного Менеджменту Міжнародних Компаній На Засадах Крос-Функціонального Підходу

“…Потенційні члени команди повинні пройти підготовку, що полягає в отриманні знань з пріоритетних напрямів розвитку стратегічного менеджменту з урахуванням тенденцій розвитку техніко-технологічного рівня країни (Meyer et al, 2023) Зважаючи на постійну зміну у зовнішньому середовищі, додатковим критерієм оцінки результативності діяльності кросфункціональної команди виступає швидкість адаптації. Саме тому розподіл діяльності всередині команди має бути раціональним, що підвищить якість виконання завдань у скорочений період часу.…”