Search results

1 – 10 of over 39000
To view the access options for this content please click here
Book part
Publication date: 24 October 2015

Hui Xu, Harry A. Taute, Paul Dishman and Jing Guo

The relationship between internationalization efforts of businesses and resulting performance has long been debated in the international marketing literature. Specially…

Abstract

Purpose

The relationship between internationalization efforts of businesses and resulting performance has long been debated in the international marketing literature. Specially, under the environmental uncertainty, perception and experience of managers are important for internationalization performance.

Methodology/approach

This study proposes an integrated research framework and mechanism between perceived international risk and international marketing performance, adopting international experience as moderator variable and entry mode as mediating variable. Survey was conducted on 1,612 managers of 420 Chinese international enterprises by email and received 463 valid questionnaires.

Findings

The results show that there is a significant negative relationship between perceived international risk and international performance. Direct influence and perceived international risk have an indirect influence on international performance through entry mode; the influence on the international performance from perceived international risk is moderated by international experience, the regression coefficient between perceived international risk and international performance is the quadratic function of international experience.

Originality/value

Different from previous literature, this study found the complex relationship between risk and performance.

Details

International Marketing in the Fast Changing World
Type: Book
ISBN: 978-1-78560-233-7

Keywords

To view the access options for this content please click here
Book part
Publication date: 4 March 2021

Irina Surdu and Edith Ipsmiller

Going back into previously exited markets is a significant management risk. But, how are re-entry risks managed? By adding strategic reference point (SRP) rationales to…

Abstract

Going back into previously exited markets is a significant management risk. But, how are re-entry risks managed? By adding strategic reference point (SRP) rationales to the risk management literature, this chapter examines re-entry after initial entry and divestment on a sample of 654 multinational enterprise (MNE) re-entrants. The authors move away from narrow risk management lenses according to which risks happen in isolation and theorize that MNEs simultaneously manage international risk by exploiting the trade-offs among external and internal sources of risk. The authors explain that, for re-entrants, exit may become the SRP for evaluating future strategic choices. The results suggest that re-entrants tend to manage re-entry risk by choosing partner-based modes that enable them to maintain strategic flexibility at re-entry. Surprisingly perhaps, market-specific experience acquired during the initial market foray does not provide strategic flexibility, in that highly experienced firms still experience risk trade-offs.

Details

The Multiple Dimensions of Institutional Complexity in International Business Research
Type: Book
ISBN: 978-1-80043-245-1

Keywords

To view the access options for this content please click here
Article
Publication date: 16 February 2010

Christopher M. Moore, Anne Marie Doherty and Stephen A. Doyle

Employing the qualitative method, this paper sets out to investigate the role and function of flagship stores as a market entry mechanism employed by luxury fashion retailers.

Abstract

Purpose

Employing the qualitative method, this paper sets out to investigate the role and function of flagship stores as a market entry mechanism employed by luxury fashion retailers.

Design/methodology/approach

The paper employs an interpretive research position, utilising qualitative techniques in the form of semi‐structured interviews with élite informants. In total, 12 luxury fashion retailers form the empirical focus of the work.

Findings

The paper identifies the defining characteristics of luxury retailers' flagship stores. It finds that luxury flagship stores represent a strategic approach to market entry that is employed to support, enhance and develop distribution activities within a foreign market. The interdependence of flagship stores and the wholesaling method of distribution is highlighted. The importance of the flagship store in reinforcing and enhancing the retailer's luxury status and enhancing and maintaining relationships not only with customers but also with distribution partners and the fashion media is found to be significant.

Practical implications

The paper provides practical information to luxury retailers on the role and importance of flagship stores as a method of entering international markets.

Originality/value

Flagship stores are a pivotal aspect of any luxury fashion retailer's internationalisation strategy. For the first time in the literature, the paper provides insights into their form and function and an understanding of why they are crucial to the international development of luxury retailers despite their prohibitively high cost.

Details

European Journal of Marketing, vol. 44 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article
Publication date: 1 January 2006

Syed H. Akhter and Fernando Robles

The choice of an international market entry mode involves two critical considerations, leveraging internal competencies and managing environmental uncertainties in host…

Abstract

Purpose

The choice of an international market entry mode involves two critical considerations, leveraging internal competencies and managing environmental uncertainties in host countries. The purpose of the paper is to explicate how these two considerations affect the propensity to collaborate in international markets.

Design/methodology/approach

The paper builds on existing theories and develops hypotheses showing relations between competencies and uncertainty and collaboration in international markets.

Findings

Conceptual relations show that the goals of leveraging competencies and managing environmental uncertainty in host countries have varying effects on the level of international collaboration.

Originality/value

The effects are shown through the integration of different theories and empirical findings. Furthermore, the significance of collaboration in international market entry decisions is established. Directions for future research are also provided.

Details

International Marketing Review, vol. 23 no. 1
Type: Research Article
ISSN: 0265-1335

Keywords

To view the access options for this content please click here
Article
Publication date: 31 October 2008

Andreu Blesa and Maria Ripollés

The paper's objective is to demonstrate that marketing capabilities have positive effects on firms' international performance. These effects may be both direct and…

Abstract

Purpose

The paper's objective is to demonstrate that marketing capabilities have positive effects on firms' international performance. These effects may be both direct and indirect. Marketing capabilities foster international commitment and influence the choice of international entry mode. Through these, marketing capabilities exercise an indirect influence on international performance.

Design/methodology/approach

First, based on arguments from the dynamic capabilities perspective, the dynamic theory of strategy and the transaction‐cost theory, the effects of marketing capabilities on international performance are discussed. A survey was carried out on Spanish and Belgian international firms to test the model. SEM was used to analyse the relationships established in the hypotheses.

Findings

The results show coincidences between the samples in relation to the positive influences of companies' marketing capabilities on economic international performance, international commitment and international entry modes. Moreover, there is also a positive and significant influence of high direct investment entry modes on international economic performance. However, there are differences in other relationships.

Practical implications

The results inform on the kind of entry modes that can be selected, based on firm marketing capabilities, and which of them provide better international results.

Originality/value

This paper confirms that marketing capabilities are at the core of the company's international decisions. Specifically, it demonstrates that marketing capabilities influence both the international commitment of the company and the selection of the appropriate international mode of entry.

Details

International Marketing Review, vol. 25 no. 6
Type: Research Article
ISSN: 0265-1335

Keywords

To view the access options for this content please click here
Article
Publication date: 25 September 2019

Katia M. Galdino, Sérgio Fernando Loureiro Rezende and Bruce T. Lamont

By bringing together the IB and IE literatures, the purpose of this paper is to examine the internationalization process as an entrepreneurial process related to the…

Abstract

Purpose

By bringing together the IB and IE literatures, the purpose of this paper is to examine the internationalization process as an entrepreneurial process related to the development of international opportunities. It explicitly connects different types of knowledge (i.e. market and internationalization), international opportunities and the internationalization process comprising both new foreign market entry and sequential moves that happen after entry.

Design/methodology/approach

This is a conceptual paper that reviews the literature on knowledge, opportunities and the internationalization process. Moreover, the paper identifies the current gaps in the literature and builds new theory that sheds light into how these three concepts are related. The paper also presents a model and propositions that should guide future research.

Findings

The proposed model shows that market and internationalization knowledge combine to form the international knowledge stockpile of the firm, which moderates the relationship between the development of international opportunities and the internationalization process, comprising not only new foreign market entry but also sequential moves that happen after entry using either mode continuation or modal shift. Moreover, it shows that the development of opportunities only leads to modal shifts after a certain threshold is achieved.

Research limitations/implications

The propositions suggest that market and internationalization knowledge are positively related to international opportunities, which, in turn, are related to foreign market entry and sequential moves using mode continuation. International opportunities, however, are related to modal shifts only beyond a threshold. Moreover, the international knowledge stockpile of the firm moderates the relationship between international opportunities and the internationalization process. Because this is a conceptual paper, the propositions have not been tested and, therefore, lack empirical validation. Nonetheless, the model is a starting point to new research on internationalization distinguishing different types of knowledge as well as different sequential moves.

Originality/value

This study shows that the internationalization process is contingent on the different types of knowledge associated with it. It also introduces the idea of a threshold that shapes the internationalization process. The bulk of the research on internationalization suggests that such a process is gradual and incremental. This study offers a non-linear alternative.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 25 no. 7
Type: Research Article
ISSN: 1355-2554

Keywords

To view the access options for this content please click here
Article
Publication date: 17 June 2004

Juan Florin and Alphonso O. Ogbuehi

Strategy and marketing scholars look at strategic issues from different points of view and attempt to explain strategic choice and performance from their unique…

Abstract

Strategy and marketing scholars look at strategic issues from different points of view and attempt to explain strategic choice and performance from their unique perspectives. This paper combines these perspectives in the context of international ventures and develops a conceptual framework integrating international marketing strategy decisions with entry mode decisions. The resulting contingency framework extends the hierarchical entry‐mode decision model and allows for a better specification of the strategy‐performance relationship in international business.

Details

Multinational Business Review, vol. 12 no. 2
Type: Research Article
ISSN: 1525-383X

Keywords

To view the access options for this content please click here
Article
Publication date: 9 April 2018

Irina Surdu, Kamel Mellahi and Keith Glaister

The purpose of this paper is to examine the theories used to study the international equity-based entry mode strategies of emerging market multinationals (EMMs) and the…

Abstract

Purpose

The purpose of this paper is to examine the theories used to study the international equity-based entry mode strategies of emerging market multinationals (EMMs) and the contribution of these studies to extant literature.

Design/methodology/approach

The authors conducted a systematic review of the literature. A total of 73 articles were identified from key management, international business and international marketing journals published between 2000 and June 2015. Articles were analysed according to the theory(ies) used, thematic area, methodology, home/host countries studied and findings.

Findings

Despite the great interest around the topic of how the antecedents and outcomes of EMMs’ international entry mode strategies may challenge and amend existing theories, the findings that come out of this research mirror patterns observed in the entry mode literature in general. Whilst traditional perspectives such as internalisation theory and the OLI paradigm remain prevalent, a growing number of studies draw on institutional theory and combine multiple theoretical perspectives. Newer theories developed specifically to study EMMs (e.g., the springboard perspective) are used in only five studies and challenged to differentiate their theoretical underpinnings from extant literature. Overall, the theoretical contribution of EMM studies is simply a change in emphasis from the role of firm-specific factors towards the influence of home country institutions on entry mode strategies. The authors conclude that the literature has only made tweaks at the edge of theories with no significant changes to extant theorisations.

Originality/value

This is the first systematic review of the literature focusing specifically on the international equity-based entry mode strategies of EMMs.

Details

International Marketing Review, vol. 35 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

To view the access options for this content please click here
Article
Publication date: 9 October 2018

Pushyarag N. Puthusserry, Zaheer Khan and Peter Rodgers

The purpose of this paper is to examine the role that different collaborative entry modes play in how international new ventures (INVs) expand into international markets.

Abstract

Purpose

The purpose of this paper is to examine the role that different collaborative entry modes play in how international new ventures (INVs) expand into international markets.

Design/methodology/approach

The paper’s arguments are based on the INVs and social network literatures. In order to investigate the entry modes adopted by British and Indian small and medium information and communication technology (ICT) firms into each other’s markets, the paper outlines the results of qualitative semi-structured interviews with the key decision makers of ten British and ten Indian ICT firms.

Findings

The findings contribute to the relatively under-researched area of how INVs enter foreign markets through collaborative entry mode. The findings suggest that INVs utilize both equity and non-equity modes of collaboration to expand their international operations. The findings also indicate that financial and non-financial resources always limit the market expansion and internationalization of such companies. Against this background, the INVs rely on building collaboration as one of the safest methods for foreign market expansion and successful internationalization. The collaborative entry mode is enhanced by entrepreneurs’ prior experience, social ties and knowledge of the foreign market.

Research limitations/implications

Set against the backdrop of an ever-increasing trend of internationalization of small and medium enterprises (SMEs), the paper offers important implications for understanding the conditions and factors behind the choice of collaborative and non-collaborative entry modes by INVs in particular and SMEs more broadly.

Originality/value

The paper is one of the few studies that have examined the role of collaborative entry modes choice adopted by INVs from two of the largest economies – the UK and India.

Details

International Marketing Review, vol. 35 no. 6
Type: Research Article
ISSN: 0265-1335

Keywords

To view the access options for this content please click here
Article
Publication date: 26 September 2008

Yung‐Ming Cheng

The purpose of this paper is to propose an integrated theoretical framework to examine the determinants of the choice of ownership‐based entry mode strategy for small to…

Abstract

Purpose

The purpose of this paper is to propose an integrated theoretical framework to examine the determinants of the choice of ownership‐based entry mode strategy for small to medium‐sized enterprises (SMEs) in international markets.

Design/methodology/approach

The statistical data sources were mail survey and secondary data collection. Logistic regression was used in the testing of the hypotheses.

Findings

All four theoretical views (including transaction cost theory, the views of Uppsala process model, organizational capability perspective, and bargaining power theory) have relevance for the choice of SMEs' ownership‐based entry mode strategy in international markets.

Research limitations/implications

This study was limited to the manufacturing sector only. Given the limited scope, caution must be exercised in generalizing from this study's sample to firms in the service sector. Furthermore, this study is a cross‐sectional analysis and may not draw a complete picture of the course of SMEs' ownership‐based entry mode choice over time. Future research should use longitudinal analysis to explore the evolution of SMEs' international expansion over time.

Practical implications

This study proposes a decision path diagram that can give the SMEs some suggestions about how they should consider their choice of ownership‐based entry mode strategy in international markets. The executives of SMEs that invest in international markets can draw useful lessons from this study.

Originality/value

This study proposes a well‐rounded theoretical framework based on four theoretical views (including transaction cost theory, the views of Uppsala process model, organizational capability perspective, and bargaining power theory) to examine SMEs' choice of ownership‐based entry mode strategy in international markets. The limitations for past research that are inherent in focusing on a single theoretical view can be overcome.

Details

International Journal of Commerce and Management, vol. 18 no. 3
Type: Research Article
ISSN: 1056-9219

Keywords

1 – 10 of over 39000