Whole country-of-origin network development abroad

Berns, John; Gondo, Maria B.; Sellar, Christian

doi:10.1057/s41267-020-00379-x

Cited by 11 publications

(9 citation statements)

References 69 publications

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“…Moreover, this chapter will provide clarity on which of the human capital factors can contribute toward faster learning, and an early profitable outcome because it has been suggested that the process of spatial scope (internationalisation) tend to benefit from learning through networks (Sharma and Blomstermo, 2003b). A recent attempt was made in international business literature to study both the time and context in terms of network (spatial scope) development (Berns, Gondo and Sellar, 2021) but from clusters firms' networks perspective, and hence leaving gap to study the vital role of human capital can plays in understanding why certain ventures outperform others (Thomas and Murphy, 2019).…”

Section: Implications and Conclusionmentioning

confidence: 99%

Founder's Human Capital and the Entrepreneurial Process Duration

Shahid¹

2023

Preprint

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This thesis presents three quantitative empirical studies, utilising two US cohorts from the harmonised Panel Study of Entrepreneurial Dynamics (PSED), to advance our understanding of the relationship between nascent entrepreneurs’ human capital and duration to different entrepreneurial outcomes. Each chapter provides a distinct perspective across three dimensions: (1) human capital, age and sector impact duration to a profitable outcome, (2) the association of human capital and age with the founder’s exit; and finally, (3) human capital impact on the duration to a profitable outcome with a different spatial scope of sales. Following the introductory chapter, in chapter 2, the human capital perspective is used to investigate how the level of human capital and the founder’s age influence the likelihood of profitable venture creation in a shorter duration. This chapter extends research in nascent entrepreneurship that hitherto has largely overlooked the duration perspective to an entrepreneurial process outcome. This chapter stresses that hi-tech start-up particularly benefits from the nascent entrepreneur’s higher educational attainment in terms of shorter duration until the profitable outcome, and find that age has a non-linear relationship with the speed of the profitable venture outcome. Chapter 3 examines how a founder’s human capital factors and age influence the likelihood of a founder’s exit, and duration to an exit, from the entrepreneurial process. This chapter also extends its focus to human capital interactions to establish which combinations are more likely to reduce an earlier prospect of a founder’s disengagement from the entrepreneurial process. The chapter, also adds to the literature on how founders, with higher human capital, learn quickly and make intelligent choices to disengage without incurring heavy personal and societal costs. A non-linear relationship is found between the founder’s age and the duration to disengagement. Finally, chapter 4, seeks to understand how a founder’s human capital affects the profitable outcome, and the duration to such an outcome, at the different spatial scopes of sales. This paper takes a new approach and adds to the international entrepreneurship literature by clarifying how the founder’s human capital factors impact rapid (born global) and incremental (international new ventures) spatial scope strategies differently. Among the general human capital, a university degree is valuable across all types of spatial scopes of sales in terms of profitable venture creation in a shorter duration. However, start-up experience (specific human capital) only tends to be vital for international scope in terms of the shorter duration to create a profitable new venture. Altogether, the thesis advances our understanding of the important role of the founder’s human capital dimensions in nascent entrepreneurship, in the duration either to a profitable venture creation or to exit, which is underdeveloped in the existing literature. The thesis paves the way for future, both theoretical and empirical research, into nascent entrepreneurship process duration by analysing the direct effects of various aspects of social capital.

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Section: Implications and Conclusionmentioning

confidence: 99%

Founder's Human Capital and the Entrepreneurial Process Duration

Shahid¹

2023

Preprint

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“…Host countries tender requests for proposals (RFPs) to invite private sector firms to consider participation in an infrastructure project. Host countries partner with private sector firms based on multiple criteria, including the private sector firm’s resources, skills, experience, capabilities, and place-specific network (Berns et al, 2021 ; Zhang, 2005a , 2005b ). For example, based on a sample of projects in the United Kingdom and China, researchers found that successful infrastructure PPP outcomes often hinge on the managerial strength of the private sector partner (Li et al, 2005 ; Osei-Kyei & Chan, 2015 ; Zhang, 2005a ).…”

Section: Private Sector Partner Selection In Infrastructure Pppsmentioning

confidence: 99%

“…For example, based on a sample of projects in the United Kingdom and China, researchers found that successful infrastructure PPP outcomes often hinge on the managerial strength of the private sector partner (Li et al, 2005 ; Osei-Kyei & Chan, 2015 ; Zhang, 2005a ). Additionally, private sector firms with stable and committed social networks can enhance the success of an infrastructure PPP (Berns et al, 2021 ; Siemiatycki, 2011 ). Taken together, the current PPP literature often takes the perspective that the partner choice decision is based on the resource and network strength of the private sector firm.…”

Section: Private Sector Partner Selection In Infrastructure Pppsmentioning

confidence: 99%

“…This preference exists because local control and ownership (compared to foreign ownership and control) of an infrastructure project often satisfies the interests of local stakeholders who want residual control rights and growth opportunities that stem from the infrastructure project. Further, partnering with a local private sector firm might generate stronger economic development in the host country because the local firm enjoys local networks (Berns et al, 2021 ; Siemiatycki, 2011 ) and other location-specific advantages (Alcácer & Chung, 2011 ; Dunning, 1998 ), which may speed the completion time of the infrastructure project (Dykes et al, 2020 ). Thus, by partnering with a local firm, the host-country institutions and agents stand to enhance legitimacy among their local stakeholders (Di Maddaloni & Davis, 2018 ; Freeman, 2010 ; Phillips, 2003 ) and satisfy public interests.…”

Section: Private Sector Partner Selection In Infrastructure Pppsmentioning

confidence: 99%

“…Public-sector entities select private-sector partners through an extensive request for proposal (RFP) process. Scholars and policy makers suggest that the managerial, financial, and operational capabilities as well as the place-specific network of the private sector firm, which are mostly detailed in the RFP, are significant factors in the partner choice decision because the private sector firm is the entity that is largely responsible for the design, construction, and management of the infrastructure asset (Berns et al, 2021 ; Hardcastle et al, 2005 ; Kolk et al, 2008 ; Siemiatycki, 2011 ; Zervos & Siegel, 2008 ; Zhang et al, 2019 ). Hence, the current PPP literature argues that the public entity selects a private sector firm based on the strength of the firm’s resources, skills, and expertise (Babatunde et al, 2012 ; Cabral, 2017 ; Kwak et al, 2009 ; Zhang, 2005b ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Foreign partner choice in the public interest: Experience and risk in infrastructure public–private partnerships

Dykes

Uzuegbunam

2022

J Int Bus Policy

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Infrastructure public–private partnerships (PPPs) are collaborative agreements between a public sector entity and private sector firm that are designed to build and operate infrastructure projects. This study explores how public-sector entity experience and institutional concerns impact the choice of a local or foreign private sector partner. We find that the public entity’s prior infrastructure PPP experience has a U-shaped relationship with the likelihood of partnering with a foreign private sector firm. Meaning, we find that public entities with low and high levels of infrastructure PPP experience tend to partner with foreign private sector firms, whereas public entities with moderate levels of infrastructure PPP experience tend to partner with local private sector firms. Moreover, we find that financial risk associated with the infrastructure project moderates this relationship such that public entities with low or high levels of prior infrastructure PPP experience tend to partner with foreign private sector firms when the infrastructure project is highly leveraged. Our analysis of a global sample of project finance investments shows statistical support for our arguments. These findings regarding the determinants of PPP partner choice are significant given the massive investment in infrastructure development that is planned throughout the globe in the coming years.

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Networks of internationalizing digital platforms in physical place and digital space

Galkina,

Atkova,

Ciulli

2023

Global Strategy Journal

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Research SummaryThe existing literature provides contradictory evidence on how digital platform firms establish network relations for internationalization. Some studies argue that they all but obviate the need for traditional relations in physical places. Others argue that these firms can suffer from overreliance on online interactions in digital space. We examine the coexistence of the network relations of international digital platform firms in physical place and digital space. Our multiple‐case study identifies three coexistence mechanisms: reinforcement, separation, and simulation. These mechanisms are conditioned by three respective modes of bordering between physical place and digital space: soldering, interosculation, and division. We contribute to the network approach to internationalization and formulate implications for the concepts of location and borders in international business.Managerial SummaryInternational digital platform firms establish traditional network relations in physical places and rely heavily on online interactions in digital space. However, how do they combine their networking activities in these two localities? We examine the coexistence of the network relations of international digital platform firms in physical place and digital space and identify three coexistence mechanisms: reinforcement, separation, and simulation. These mechanisms are conditioned by three respective modes of bordering between physical place and digital space: soldering, interosculation, and division. We show that international platform companies, despite being digital in nature, are well advised to pay attention to not only digital but also actual physical networking, and that they come to see these as mutually nurturing.

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Whole country-of-origin network development abroad

Cited by 11 publications

References 69 publications

Founder's Human Capital and the Entrepreneurial Process Duration

Founder's Human Capital and the Entrepreneurial Process Duration

Foreign partner choice in the public interest: Experience and risk in infrastructure public–private partnerships

Networks of internationalizing digital platforms in physical place and digital space

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