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New Venture Growth in International Markets: The Role of Strategic Adaptation and Networking Capabilities

Published on Jan 1, 2005
· DOI :10.1016/S1074-7540(05)08005-0
Stephanie A. Fernhaber13
Estimated H-index: 13
,
Patricia P. McDougall33
Estimated H-index: 33
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  • References (73)
  • Citations (19)
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References73
Newest
Published on Sep 1, 2005in Entrepreneurship Theory and Practice6.19
Benjamin M. Oviatt18
Estimated H-index: 18
(GSU: Georgia State University),
Patricia P. McDougall33
Estimated H-index: 33
(IU: Indiana University Bloomington)
This article provides a reformulated definition of international entrepreneurship. Consistent with the new definition, a model is presented of how the speed of entrepreneurial internationalization is influenced by various forces. The model begins with an entrepreneurial opportunity and depicts the enabling forces of technology, the motivating forces of competition, the mediating perceptions of entrepreneurs, and the moderating forces of knowledge and networks that collectively determine the spee...
Published on Mar 1, 2004in Journal of Business Venturing6.33
Michael J. Leiblein14
Estimated H-index: 14
(Max M. Fisher College of Business),
Jeffrey J. Reuer41
Estimated H-index: 41
(Max M. Fisher College of Business)
Abstract This study examines how technological capabilities and international collaborative linkages affect entrepreneurial firms' abilities to build a foreign sales base in a highly competitive global industry. The empirical evidence from a sample of North American semiconductor firms indicates that both technological capabilities and international collaboration potentially aid firms' development of foreign sales. Our results also provide initial evidence that the influence of technological cap...
Published on Mar 1, 2004in Journal of International Business Studies7.72
Gary Knight28
Estimated H-index: 28
(FSU: Florida State University),
S.Tamar Cavusgil2
Estimated H-index: 2
(MSU: Michigan State University)
We investigate born-global firms as early adopters of internationalization – that is, companies that expand into foreign markets and exhibit international business prowess and superior performance, from or near their founding. Our explication highlights the critical role of innovative culture, as well as knowledge and capabilities, in this unique breed of international, entrepreneurial firm. Case studies are analyzed to better understand the early internationalization phenomenon and reveal key o...
Published on Dec 1, 2003in International Business Review3.64
D. Deo Sharma21
Estimated H-index: 21
(HHS: Stockholm School of Economics),
Anders Blomstermo7
Estimated H-index: 7
(HHS: Stockholm School of Economics)
This paper attempts to make a contribution to the theory of development of the internationalization process of Born Globals. We propose that models emphasizing knowledge and networks are suitable for this purpose. The findings show that Born Globals possess international market knowledge before their first foreign market entry. The selection of foreign market entry mode is based on their existing knowledge and the knowledge supplied by their network ties.
Published on Oct 1, 2003in Strategic Management Journal5.57
David G. Hoopes8
Estimated H-index: 8
(SMU: Southern Methodist University),
Tammy L. Madsen11
Estimated H-index: 11
(Santa Clara University),
Gordon Walker23
Estimated H-index: 23
(SMU: Southern Methodist University)
Although the resource-based view (RBV) is one of the most popular and fruitful areas of strategy research, it often perplexes scholars from other disciplines. Also, it is unclear whether strategy scholars themselves agree on the RBV's basic issues and premises. To clarify the contribution of the RBV, in this paper we elaborate its basic tenets and relate them to other current research on interfirm performance variance. We suggest a more expansive discussion of sustained differences among firms a...
Published on Oct 1, 2003in Strategic Management Journal5.57
Sidney G. Winter56
Estimated H-index: 56
(UPenn: University of Pennsylvania)
Defining ordinary or ‘zero-level’ capabilities as those that permit a firm to ‘make a living’ in the short term, one can define dynamic capabilities as those that operate to extend, modify or create ordinary capabilities. Logically, one can then proceed to elaborate a hierarchy of higher-order capabilities. However, it is argued here that the strategic substance of capabilities involves patterning of activity, and that costly investments are typically required to create and sustain such patterni...
Patricia P. McDougall33
Estimated H-index: 33
(IU: Indiana University Bloomington),
Benjamin M. Oviatt18
Estimated H-index: 18
(GSU: Georgia State University),
Rodney C. Shrader10
Estimated H-index: 10
(UIUC: University of Illinois at Urbana–Champaign)
Differences between international new ventures (INVs) and domestic new ventures (DNVs) were examined using a sample of 214 IPO new ventures (ventures 6 years old or less). INVs were found to be significantly different on the basis of their entrepreneurial team experience, strategy, and industry structure. Specifically, the entrepreneurial team of INVs exhibited higher levels of previous international and industry experience. The strategies of INVs were more aggressive, and they operated in more ...
Jan Johanson47
Estimated H-index: 47
(Mid Sweden University),
Jan-Erik Vahlne19
Estimated H-index: 19
(University of Gothenburg)
This paper is based on a case study of an international venture and on the observations reported by a number of researchers that the received models of the internationalization process of the firm do not capture some important phenomena in the modern international business world. As several researchers argue that networks play an important role in the early internationalization the paper outlines a network model of the internationalization process of the firm. It combines the experiential learni...
Published on Sep 1, 2002in Journal of International Marketing3.38
Øystein Moen15
Estimated H-index: 15
(NTNU: Norwegian University of Science and Technology),
Per Servais14
Estimated H-index: 14
(University of Southern Denmark)
Abstract Over the past decade, several studies have questioned the stage models of the internationalization process. Many of these studies concentrate on the exporting versus nonexporting factor, identifying an increasing number of firms that are active in international markets shortly after establishment. Limited empirical evidence exists as to whether this actuality indicates simply a reduced time factor in the preexport phase or an important change in the export behavior of firms. Using small...
Published on Jul 1, 2002in Academy of Management Review10.63
Monica A. Zimmerman6
Estimated H-index: 6
(TU: Temple University),
Gerald Zeitz13
Estimated H-index: 13
(TU: Temple University)
In this article we argue that (1) legitimacy is an important resource for gaining other resources, (2) such resources are crucial for new venture growth, and (3) legitimacy can be enhanced by the strategic actions of new ventures. We review the impact of legitimacy on new ventures as well as sources of legitimacy for new ventures, present strategies for new ventures to acquire legitimacy, explore the process of building legitimacy in the new venture, and examine the concept of the legitimacy thr...
Cited By19
Newest
Published on Aug 13, 2018in Journal of International Entrepreneurship
Renato Cotta de Mello3
Estimated H-index: 3
(UFRJ: Federal University of Rio de Janeiro),
Angela da Rocha14
Estimated H-index: 14
(PUC-Rio: Pontifical Catholic University of Rio de Janeiro),
Jorge Ferreira da Silva12
Estimated H-index: 12
(PUC-Rio: Pontifical Catholic University of Rio de Janeiro)
The study examines the long-term trajectory of international new ventures (INVs), departing from three theoretical perspectives: the Uppsala internationalization process model, network theory, and the international entrepreneurship perspective. Propositions emanating from these theoretical perspectives are compared with the empirical data regarding pre-internationalization behavior, motives to internationalize, attitude towards risk, speed of internationalization, choice of markets and entry mod...
Published on May 1, 2018in Journal of International Business Studies7.72
Alexandra Kriz1
Estimated H-index: 1
(UQ: University of Queensland),
Catherine Welch22
Estimated H-index: 22
(USYD: University of Sydney)
While there has been considerable research into the internationalisation of high-technology firms, it mostly assumes that these firms are pursuing global opportunities for technologies which are ready to be sold. This assumption does not hold for firms with ‘new-to-the-world’ technologies still under development. We investigate the internationalisation patterns of such firms by means of a qualitative case study. Our findings show the internationalisation patterns of the case firms to be uneven a...
María Ripollés Meliá9
Estimated H-index: 9
(James I University),
Andreu Blesa13
Estimated H-index: 13
(James I University)
Few studies have investigated the factors that enhance entry mode choice in the context of international new ventures (INVs). In this paper, we hypothesize that the characteristics of INVs’ products or services can explain their preference for equity entry modes. We also hypothesize that the inter-firm networks in which INVs are embedded play a deciding role in their choice of non-equity entry modes. When INVs are in inter-firm networks in which activities are developed to manage them, non-equit...
Research about the phenomenon of rapid internationalization of small and medium size companies has evolved over the last two decades. Nevertheless, questions about business models or value creation in born global enterprises are rarely addressed in the literature. The objective of this article is to develop a theoretical framework for analyzing the sources of value creation in the business models of international new ventures (INV) global companies, starting with adapting the model by Amit and Z...
Published on Mar 1, 2017in Journal of Entrepreneurship
Farzad H. Alvi1
Estimated H-index: 1
,
Alan L. Carsrud1
Estimated H-index: 1
This article introduces the concept of strategic entrepreneurial agency (SEA) to describe the impromptu and improvised nature of strategy making by managers of ventures in emerging markets. The concept is at the intersection of strategy, international entrepreneurship (IE) and entrepreneurship literatures. Rather than customary firm-level approaches that dominate the literature, the concept of SEA argues that learning and individual agency are critical for addressing the institutional upheaval o...
Published on Jan 1, 2017
Jurgita Sekliuckiene5
Estimated H-index: 5
(KTU: Kaunas University of Technology),
Rimante Morkertaite1
Estimated H-index: 1
(KTU: Kaunas University of Technology)
Because of the growth of international business integration, internationalization of firms has become necessary in order to try to remain and develop the business regardless the size of firm, managed resources, and type of the activity. Multinational companies seek to accelerate their internationalization because of the extremely rapidly changing environment, as well as in order to reach companies’ long-term goals. Especially small and medium size enterprises (SMEs), which are one of the most im...
Published on Sep 1, 2014
Renato Cotta de Mello (OU: Ohio University), Luciana Albuquerque Alves (UFRJ: Federal University of Rio de Janeiro)
Published on Jan 1, 2014
This thesis aims to explore how technology start-ups build dynamic capabilities in networking to enable their new venture internationalisation (NVI). Positioned within the theoretical context of international entrepreneurship research, this thesis draws on the strategic management, entrepreneurship, and international business literature. Specifically, this thesis draws on three theoretical perspectives: (1) dynamic capabilities, (2) networking and social capital, and (3) NVI theory. Together thi...
Published on Jan 1, 2014
Ein Unternehmer ist jeder, der eine wirtschaftliche Tatigkeit auf eigene Initiative und auf eigenes Risiko ausubt, wenn er Moglichkeiten erkennt und erschliest, die andere nicht gesehen haben und die sein Vermogen, seine Macht oder sein Prestige erhohen.
View next paperInnovation, Organizational Capabilities, and the Born-Global Firm