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Peter W. Liesch
University of Queensland
192Publications
23H-index
2,392Citations
Publications 192
Newest
Published on Jun 1, 2019in Industrial Marketing Management4.78
Jay Weerawardena21
Estimated H-index: 21
(UQ: University of Queensland),
Sandeep Salunke4
Estimated H-index: 4
(QUT: Queensland University of Technology)
+ 2 AuthorsPeter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland)
Abstract We examine the role of learning firm-specific advantages of small and medium size (SME) service firms in their internationalization. We focus on technical services that have received limited scholarly attention. We theorize that innovative born global firms build a set of capabilities in market, internal and relational learning that will provide new knowledge configurations to undertake technical and administrative innovations. Adopting an organizational sub-system view, we posit that m...
Published on Jun 1, 2018in Management International Review2.69
Douglas Dow15
Estimated H-index: 15
(Melbourne Business School),
Peter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland),
Lawrence S. Welch18
Estimated H-index: 18
(Melbourne Business School)
The Uppsala Internationalization Process Model is the most cited model within the field of international business. However, even with its most recent formulation, the model is predicated on a key set of assumptions about the limiting and releasing mechanisms in a ‘change of state’ decision. The model assumes that uncertainty, risk, lack of trust, and lack of awareness of opportunities are the main constraints, and that the accumulation of experiential knowledge, trust, and market commitment are ...
Published on May 1, 2018in Journal of International Business Studies7.72
A. Rebecca Reuber20
Estimated H-index: 20
(U of T: University of Toronto),
Gary Knight28
Estimated H-index: 28
(SPbU: Saint Petersburg State University)
+ 1 AuthorsLianxi Zhou24
Estimated H-index: 24
(Brock University)
In this editorial for the Special Issue on International Entrepreneurship, we inter-relate key concepts about the pursuit of opportunities from the entrepreneurship and international business literatures. In doing so, we consider the assessment of opportunities as an individual-level cognitive activity, the construction of opportunity as a firm-level innovative activity and the shaping of opportunity as an institutional-level structuring activity. We then extend the discussion to explore the not...
Published on Feb 1, 2018in International Business Review3.64
Alvin Tan2
Estimated H-index: 2
(QUT: Queensland University of Technology),
Paul Brewer13
Estimated H-index: 13
(UQ: University of Queensland),
Peter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland)
In an increasingly globalised world, firms generally have become more internationalised utilising a range of different modes of operation. In the case of small-medium sized enterprises (SMEs), exporting is the favoured mode of international market entry, at least in the early stages of internationalisation, and many governments have supported SME exports through export promotion policies because of the importance of SMEs in employment creation. However, in spite of this policy focus, in most cou...
Published on Dec 1, 2017in Journal of International Business Studies7.72
Nicole Coviello29
Estimated H-index: 29
(WLU: Wilfrid Laurier University),
Liena Kano11
Estimated H-index: 11
(U of C: University of Calgary),
Peter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland)
Abstract Vahlne and Johanson (2017) present the multinational business enterprise (MBE) as a new form of cross-border organization that supersedes the multinational enterprise (MNE). They offer a ‘general model of the evolution of the MBE,’ arguing that the MBE evolves through ongoing internationalization processes by proactively and entrepreneurially engaging in business exchange rather than production. In this counterpoint, we focus on two critical dimensions absent from Vahlne and Johanson’s ...
Published on Oct 1, 2017in Journal of International Business Studies7.72
James E. Clarke2
Estimated H-index: 2
,
Peter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland)
We interpret the wait-and-see strategy as a decision to maintain unchanged the firm’s commitments to its business network relationships. To explain why firms choose a wait-and-see strategy, we propose an extension to the relationship commitment decisions aspect of the Uppsala internationalization process (IP) Model. With this development, we explain that the wait-and-see strategy can result from a change in the levels of risk assumed in the firm and not only from the decision to adjust the risk ...
Published on Jul 1, 2017in Industrial Marketing Management4.78
Jay Weerawardena21
Estimated H-index: 21
(UQ: University of Queensland),
Gillian Sullivan Mort22
Estimated H-index: 22
(La Trobe University),
Peter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland)
Abstract This paper sets out to understand how entrepreneurial founders of born global firms acquire, transform and deploy new knowledge resources for early internationalization. Adopting a dynamic capabilities view and using a sample of high-tech B-to-B firms, we report that the new firm's early entry into international markets is executed through three transitionary phases. Founders transform the operational capabilities they endow to the firm, develop dynamic capabilities for use in opportuni...
Published on Apr 1, 2017in Long Range Planning3.36
Mathew L. A. Hayward11
Estimated H-index: 11
,
Andrew Caldwell1
Estimated H-index: 1
+ 2 AuthorsPeter W. Liesch23
Estimated H-index: 23
How do different kinds of planning orientations affect entrepreneurial firms’ innovation outputs? To address this question, we position real options reasoning (ROR) and net present value (NPV) as business planning orientations with distinctive heuristics. We empirically investigate heterogeneity in entrepreneurs’ business planning in terms of these ROR and NPV orientations and we relate this heterogeneity to material new venture outcomes. Key decision makers from biotechnology start-ups in Austr...
Published on Feb 1, 2017in Academy of Management Journal7.19
April Wright10
Estimated H-index: 10
(UQ: University of Queensland),
Raymond F. Zammuto21
Estimated H-index: 21
(University of Colorado Denver),
Peter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland)
Specialization within professions creates challenges for maintaining the macro-level values of the profession in the everyday work of specialists at the micro level inside organizations. Conducting a qualitative study of Emergency Department physicians and their interactions with other hospital specialists, we show how specialists maintain professional values through two distinct processes of institutional work in which moral emotions - emotions linked to the interests of others - play a key rol...
Published on Dec 1, 2016in Management International Review2.69
Catherine Welch22
Estimated H-index: 22
(USYD: University of Sydney),
Niina Nummela6
Estimated H-index: 6
(UT: University of Tartu),
Peter W. Liesch23
Estimated H-index: 23
(UQ: University of Queensland)
We interpret the wait-and-see strategy as a decision to maintain unchanged the firm’s commitments to its business network relationships. To explain why firms choose a wait-and-see strategy, we propose an extension to the relationship commitment decisions aspect of the Uppsala internationalization process (IP) Model. With this development, we explain that the wait-and-see strategy can result from a change in the levels of risk assumed in the firm and not only from the decision to adjust the risk ...
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