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This paper aims to explore the relationship between strategic internationalization decisions and dynamic capabilities deployment for the internationally growing firm (IGF). Dynamic capabilities refer to a firm’s ability to adapt proactively to a changing business environment, emphasizing the importance of “doing the right things” rather than just “doing things right.

Literature-based, this paper proposes a model that links internationalization decisions and dynamic capabilities deployment, offering valuable insights for both research and practical application.

The study highlights that the IGF – focused on expansion and growth abroad – faces unique complexities that demand “doing the right things” in terms of strategic internationalization decisions. Three critical organizational capabilities – knowledge transfer, knowledge recombination and learning capabilities – are mechanisms linking strategic internationalization decisions to dynamic capability deployment in the IGF. These organizational capabilities enable the IGF to act entrepreneurially and deploy dynamic capabilities across borders.

The model provides a practical framework illustrating the interconnectedness of strategic internationalization decisions and their combined effects on the ability of IGF to deploy dynamic capabilities to adapt to a changing global environment.

This research addresses a gap in the literature, challenging the conventional assumption that dynamic capabilities precede firms’ decisions to internationalize and that these dynamic capabilities can only be enhanced abroad.

We investigate whether women are more likely than men to choose to pursue a competency-based labour market integration programme, rather than the time-based labour market integration programme. We further investigate whether women with existing but uncertified skills are even more likely to pursue a competency-based labour market integration programme.

We test our hypotheses using ordinary least squares applied to linear probability models. We discuss the relative advantages of this methodology. We show the robustness of our results through multiple specifications and estimation methods. Finally, we discuss the reasons preventing us from granting our results a causal interpretation and discuss how they are surmountable in future research.

Women are significantly more likely to enrol into competency-based programmes, relative to time-based. Women with existing but uncertified skills are significantly more likely to enrol into competency-based programmes, whereas women without skills or with college degrees are not significantly different from the baseline. Our findings are robust to various specifications, and we include a comprehensive set of fixed-effect vectors, addressing industrial, occupational and time-varying state specificities.

First, our empirical test of hypothesis H2 is hindered by the construction of the “some college or associate’s degree” variable in RAPIDS data. “Some college” is very different from an associate’s degree. Second we had to choose between omitted variable bias and selection bias. Because of the demonstrated importance of the occupation and industry variables in existing literature, we included those variables at the risk of selection bias. Occupation and industry fixed effects reduce, but do not eliminate, omitted variable bias. Finally, the third limitation of this paper is external validity. Registered Apprenticeship programmes are quite idiosyncratic to the United States.

The rollout and expansion of CBRA may thus be an avenue through policymakers may reduce the gender training gap. This may in turn give more women access to the labour market and allow more women to benefit from the “wage premia” of Registered Apprenticeship completion on the labour market (Lou and Hawley, 2019).

This article is the first that applies econometric methods to investigate women’s choices of labour market integration programmes, using Registered Apprenticeship as a case study. We discuss the implications of our findings, highlighting how competency-based programmes may be an approach to better serving more diverse populations in Registered Apprenticeship.

Cost and schedule overruns are rife in dam projects. Normative evidence espouses overruns as though they are inimical to development and prosperity aspirations of stakeholders. This study examines the causal relationship between project financing and overruns.

Causative data were extracted from completion reports of 28 major dam projects in Africa. Each of the projects was financed jointly by up to 10 international development lenders. Relationships between causes of overruns and project outcomes were analysed.

Analyses elicit indicators of remarkable correlations between finance procedures and project outcomes. Lenders’ disposition to risk attenuation was the main debacles to project success. Interests had mounted, whilst release of fund was erratic and ill-timed. Finance objectives and mechanisms were grossly inadequate for projects’ intense bifurcations. Projects had slowed or stalled because lenders’ risks attenuation processes were purposed to favour lenders’ objectives, and not projects’ interests. In addition, findings also show project owners’ own funds and the number of lenders to a single project correlate with overruns.

Findings imply commercial complexities around major projects. They also show transactions are shaped by subtle (mis)trust behaviours in project finance procedures. Thus, scholarly solutions to project performance issues should consider behavioural issues of stakeholding parties more broadly, beyond contractors and project owners. Project finance ecosystems are vulnerable to major actors’ self-interests, opportunism and predatory conducts. Borrowers would manage this by developing and improving their capacity to build resilience and trust. Evidence shows intense borrower nations in Africa have limited capacity and acuity for these.

This study contextualises megaprojects in complexity rather than cost. Its additionality is in how finance steers absolute control of project environment away from project owners and how finance administration triggers risks and overrun.