Psychic Distance and Organizational Performance: An Empirical Examination of International Retailing Operations

Evans, Jody; Mavondo, Felix T

doi:10.1057/palgrave.jibs.8491029

Cited by 416 publications

(373 citation statements)

References 23 publications

Supporting

Mentioning

346

Contrasting

Unclassified

Order By: Relevance

“…In particular, it is interesting to stress that neither psychic distance nor geographic distance were significant. This result contradicts several studies addressing psychic distance and its influence on international market choice (Davidson, 1980;Phillips, Doole & Lowe, 1995;Barkema et al, 1996;O'Grady & Lane, 1996;Swift, 1999;Yadong 1999;Evans & Mavondo, 2002).…”

Section: Wwwccsenetorg/ijmscontrasting

confidence: 76%

How Do Smaller Firms Select Foreign Markets?

Musso¹,

Francioni²

2012

IJMS

View full text Add to dashboard Cite

The purpose of this paper was to analyze the internationalization of small and medium-sized enterprises (SMEs) in relation to the international market selection (IMS). To accomplish this, an investigation of the primary factors influencing SMEs' choice when selecting international marketswith a systematic approach way was conducted. In addition we sought to understand whether there was a relationship between the systematic approach in IMS and the characteristics of SMEs. Results revealed that the majority of SMEs adopt a non-systematic IMS. However, in the case of SMEs following a systematic approach to IMS, the study pointed out that SMEs are influenced by firm-specific and host country factors, but not by entry barriers like geographic and cultural distance. In addition, results illustrated the existence of a relationship between systematic IMS and firm size.

show abstract

Section: Wwwccsenetorg/ijmscontrasting

confidence: 76%

How Do Smaller Firms Select Foreign Markets?

Musso¹,

Francioni²

2012

IJMS

View full text Add to dashboard Cite

show abstract

“…This effect is also corroborated by the so-called psychic distance paradox where there are differences between countries that are psychically close (O'Grady & Lane, 1996). Consistent with this line of reasoning, several studies have found evidence that MNEs may obtain better performance in distant markets (e.g., Evans & Mavondo, 2002;Magnusson, Schuster, & Taras, 2014). These and other studies suggest that cultural differences, which tend to be more salient in business transactions across greater distances, may lead the individuals, groups and organizations involved in these transactions to pay greater attention to cultural sensitivities and be better prepared to navigate the cultural quagmires in the context of cross-border mergers and acquisitions (Björkman, Stahl, & Vaara, 2007;Reus & Lamont, 2009;Stahl & Voigt, 2008).…”

Section: Introductionmentioning

confidence: 62%

Widening the lens: Rethinking distance, diversity, and foreignness in international business research through positive organizational scholarship

et al. 2016

View full text Add to dashboard Cite

The point of departure for the special issue is that current theory and research in international business (IB) may have overly emphasized a negative view on foreignness, distance, and differences of all kinds (national, cultural, organizational, and institutional), with an emphasis on liabilities and adverse outcomes associated with such differences. While existing research is certainly valuable, we argue that focusing on mostly negative processes and outcomes has hindered our understanding of the dynamics, processes, and conditions that enable organizations to benefit from diversity in a wide range of IB contexts. The goal of this special issue is to promote research that is in line with a Positive Organizational Scholarship perspective, which encourages scholars to look at commonly considered phenomena in new ways, as well as to explicitly consider positive phenomena in IB research. We then introduce the three articles included in the special issue and highlight how they help IB scholars better understand when and how foreignness, distance, and diversity can enhance organizational effectiveness and performance at multiple levels.

show abstract

“…Thus, while tourism can facilitate internationalization through enhanced knowledge of foreign consumer behavior and through brand enhancement, the majority of firms do not necessarily take advantage of these opportunities. This can be explained by the fact that market knowledge is clearly much broader than knowledge of consumers, and the presence of foreign tourists does not per se reduce (and certainly does not eliminate) other types of knowledge barriers with respect to foreign markets such as knowledge relating to institutional aspects, distribution systems and the business environment of foreign countries more generally (Evans & Mavondo, 2002). Secondly, as our cases appear to indicate, knowledge of 'foreign' customer needs to be acquired, through the SMEs engaging with the tourist segments and is not necessarily generated automatically or through the mere presence of foreign tourists in the domestic market.…”

Section: Discussion and Propositionsmentioning

confidence: 99%