Problem-solving dissension and international entry mode performance

Ji, Junzhe; Dimitratos, Pavlos; Huang, Qingan

doi:10.1108/imr-10-2014-0328

Cited by 3 publications

(3 citation statements)

References 116 publications

(224 reference statements)

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“…as they help overcome the challenges that can hinder the opportunity to operate in the international market (Boso et al, 2019;Chandra et al, 2020). Moreover, these skills have been found to positively influence new venture survival (Stenholm & Renko, 2016), and international entry mode performance (Ji et al, 2016), and the lack of these skills hinder the internationalization process (Chandra et al, 2020). Indeed, previous research has elucidated that problem-solving is the most demanded competence to new employees by companies facing internationalization activities (Vibhakar & Smith, 2005), and it is also a key competence that should be developed by university students who want to engage in international business activities (Morris et al, 2013).…”

Section: Problem-solving Competence In Iodmentioning

confidence: 99%

“…The differences between active search and serendipitous discovery arise a question regarding whether the way entrepreneurs identify a new international market opportunity can affect how they face the emergence of problems and challenges that are common during international business activities (Chandra et al, 2020;Ji et al, 2016) and can limit opportunity development and exploitation. This issue is particularly relevant concerning entrepreneurs' problem-solving skills as they are seen as key competitive entrepreneurial and managerial weapons to successfully develop and exploit an IO (Mostafiz & Goh, 2018;Tabares et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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The effect of international opportunity recognition processes on problem-solving competence: how does past negative entrepreneurial experience matter?

Terán-Yépez

Castillo

Sánchez‐Pérez

2022

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Research background: Little research addresses how identifying an opportunity in the international market, whether through active search or serendipitous discovery, may have implications for the subsequent gestation behaviors. An emerging body of research suggests addressing this deficiency by focusing on the cognitive and experience-based factors that international entrepreneurs use to develop an opportunity in the foreign market once identified. Purpose of the article: The aim of this study is to explore the role of active and serendipitous international opportunity recognition (IOR) in entrepreneurs? problem-solving skills (problem-solving speed and creativity), as well as the moderating effect of past negative entrepreneurial experience (PNE) on such relationships. Methods: This study used the survey data collection method through an online self-administered questionnaire. Partial least square structural equation modeling (PLS-SEM) method was used to analyze the results over a sample of Spanish international entrepreneurs. Findings & value added: The results show that entrepreneurs that have identified an international opportunity (IO) actively are better equipped to solve problems speedily than those that have discovered an IO serendipitously. In contrast, entrepreneurs who identified an IO serendipitously are better equipped to solve problems creatively. Furthermore, the impact of active search on problem-solving speed is greater for entrepreneurs without PNE, and the impact of active search on problem-solving creativity is greater for entrepreneurs with PNE. Also, it is found that PNE does not moderate serendipitous IOR relationship with problem-solving competence. These findings are relevant as they indicate that the IOR processes have implications for the subsequent gestation behaviors. Thus, the value added of this study is the combination of cognitive and experience-based factors of the international entrepreneur to enrich the link between IOR processes and IO development. These are two intertwined and interdependent processes, which, however, have been scarcely studied as a whole. The results of this research help international entrepreneurs to understand how and why the way they recognized an IO and having or not PNE influence their problem-solving skills during the IO development phase.

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Section: Problem-solving Competence In Iodmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The effect of international opportunity recognition processes on problem-solving competence: how does past negative entrepreneurial experience matter?

Terán-Yépez

Castillo

Sánchez‐Pérez

2022

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“…Next to the research of Georgiou (2014), several other researchers investigated the decision-making process for market entry process (Yakhlef & Maubourguet, 2004;Sleuwaegen, 2013;Ji, Dimitratos & Huang, 2016;Oh, Arnett & An, 2016;Liu, 2017;Baker et al 2020). These studies mainly focused on single steps of the market entry process which is not the core focus of this research project, e.g.…”

Section: Market Entry Process and Factors Of Influencementioning

confidence: 99%

Management decision-making in the transition of a multinational company’s internationalisation strategy

Gehrlein¹

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In a globalized world economy, it is more beneficial for companies to have international activities because a larger group of customers can be served (Hollensen, 2017). As the business environment is continuously evolving (e.g. through enhanced transport systems), international active companies need to constantly investigate whether their strategy for an international activity (e.g. working with a local distributor) is the most appropriate or not and if not, to efficiently switch to a new market strategy (mode switching). This decision-making process of mode switching is considered as critical for companies since finding the most appropriate strategy for an international activity results in maximizing the profit of companies (Sachse, 2010). A literature review process combined with a qualitative thematic analysis of the selected studies have shown that within multinational companies (MNC) there can be multiple simultaneous switching processes because MNC have a global network of several international activities (Rezende, 2006; Hollensen, 2017). These simultaneous decision-making processes can be connected within the network of the MNC and can impact each other (interdependencies). One example of interdependence is that the used human resources for one process are only available for a limited extent of a simultaneous decision-making process (Rezende, 2006; Asmussen et al., 2009). Ignoring the interdependencies of this network within MNC can result in increasing complexity, costs and not using synergistic effects to raise the efficiency within MNC (Rezende, 2006; Asmussen, 2009). Using a single case study approach from a phenomenological philosophical position, the mode switching process of one MNC has been investigated by conducting 15 semi-structured interviews with managers of the decision-making process and by documentation reviewing. This detailed and in-depth analysis has led to the outcome of a new process model which illustrates three set-ups for the decision-making process of mode switching within MNC including the interdependencies existing between multiple simultaneous mode switches.

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Situational control and strategic choices during supply chain disruptions: case studies of SME exporters

Hassan,

Chugh,

Ren

et al. 2024

IMR

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PurposeMotivated by the severe impact of global supply chain disruptions and the lack of understanding of supply chain resilience from an SME exporter perspective in the international marketing literature, this paper sets out to explore how SME exporters achieve resilience through strategic choices related to sourcing and manufacturing during global disruptions.Design/methodology/approachThe study adopts a qualitative, multiple-case-studies approach to identify the key strategic drivers and contextual factors influencing SME exporters’ supply chain resilience. Our study adopted an SME exporter perspective and featured an unprecedented global supply chain disruption context. New Zealand (NZ) was chosen as the key home country context for the participants of this study. Five NZ SME exporters were selected for our case studies.FindingsThis study redefines buffering, bridging and a mixed strategy for an SME exporter facing global supply chain disruptions. SME exporters with high situational control are likely to pursue a buffering strategy that reduces their resource dependence on foreign suppliers and their reliance on information support from these suppliers. In contrast, when the firm perceives little control over the supply chain, it will decide upon a bridging strategy that aims to build solid relationships with supply chain partners. Exporters opt for a mixed strategy when they do not see themselves clearly in high or low situational control.Research limitations/implicationsAs global disruptions arise and evolve, supply chain uncertainty and exporters’ sense of situational control manifest differently across industries, product lines, markets and sourcing countries. It is essential to understand that firms can choose a mixed strategy based on these supply chain conditions. While our study was fortuitously timed, conducting multi-country studies could provide more comparative insights that transcend national borders. Additionally, our study did not examine organizational and capability-based factors. Future research may benefit from exploring how an SME exporter develops strategic capabilities to achieve resilience over its lifetime.Practical implicationsBusinesses see survival as the most pivotal concern during a global supply chain disruption. Many companies have had to make on-the-spot decisions about whether they should shift or redesign their supply chains in the middle of a global disruption. There is no “best strategy” for an SME exporter to take. Rather, managers should make strategic decisions based on how much control or influence they have over a particular part of their supply chain. The level of control is determined by the SME exporter’s overall resource dependencies and information needs in particular parts of their supply chain.Originality/valueWe adopt resource dependence theory and information processing theory to guide our study and place exporters' situational control in the centre of drivers to firms' strategic choices during global disruptions. We make a novel attempt to incorporate the contextual conditions of the COVID-19 pandemic into the theorization of supply chain resilience. We make managerial recommendations to help SME exporters navigate global supply chain disruption challenges.

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Problem-solving dissension and international entry mode performance

Cited by 3 publications

References 116 publications

The effect of international opportunity recognition processes on problem-solving competence: how does past negative entrepreneurial experience matter?

The effect of international opportunity recognition processes on problem-solving competence: how does past negative entrepreneurial experience matter?

Management decision-making in the transition of a multinational company’s internationalisation strategy

Situational control and strategic choices during supply chain disruptions: case studies of SME exporters

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