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The academic literature on emerging market multinational corporations (EMNCs) has classified several strategic options that EMNCs can adopt as part of their internationalization process. Although this research stream does include examples of Indian companies, it has not adequately identified specific strategic practices followed by them as part of their internationalization process. Therefore, this article aims to identify specific firm competencies, home country advantages and strategic practices that Indian EMNCs adopt to achieve foreign market entry and internationalization.

The article adopts a multiple case study methodology supported by unstructured interviews to answer the research question. Using a combination of in-depth interviews and secondary data related to the case study in question, strategic practices of three Indian companies operating in different industry segments are identified and evaluated.

The results highlight that as part of their internationalization process, EMNCs from India adopt a combination of strategic practices that include strategic alliances, acquisitions, entry into targeted geographic markets, localized and innovative product offerings and niche market focus. This mix of strategic practices, in combination with high levels of corporate parenting, plays an important role in the ability of Indian EMNCs to internationalize successfully.

This study contributes to the international business field by developing a better understanding of the internationalization process followed by emerging market multinational firms. In addition, as the article adopts a case study approach, specific business strategies adopted by Indian firms as part of their internationalization process are identified. The study, therefore, provides a strategic roadmap for firms from emerging countries on how to internationalize successfully.

This paper aims to emphasize the importance of crafting and selecting business models and strategies of family business in the process of internationalization.

Based on literature review about international entrepreneurship, strategic management, models and strategies of internationalization, a new conceptual framework on family businesses internationalization is provided.

Family businesses, depending on their size, use different models and strategies to internationalize their activities.

This paper provides a new conceptual framework about internationalization of family businesses, which is based in three main phases: operating in a domestic market and get prepared for a foreign market, selecting the right model of internationalization and selecting the right strategy of internationalization. Beside the new conceptual model, the authors provide the implications of this model toward internationalization of family businesses, and the authors propose some useful recommendation for further research in this field.

Internationalization has been a paramount objective for higher education institutions (HEIs) for decades. However, the landscape of education underwent significant transformation due to the COVID-19 pandemic, leading to altered contexts, challenges and opportunities for HEI internationalization. This paper aims to critically evaluate the dimensions of internationalization strategies in HEIs and the opportunities within each dimension. Adopting a reflexive approach, the study focused on non-Western HEIs, recognizing the diverse approaches to internationalization within higher education contexts.

Using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) methodology, this paper covered 74 articles published in Web of Science database from January 2019 to December 2023.

The study organized dimensions related to internationalization strategies in non-Western HEIs, offering a comprehensive framework comprising six dimensions: students, programs, faculty, research, international ventures and other sources; and nine internationalization facilitators: international partnerships, funding, government education, international policies, technology, internationalization culture, diversity and inclusion, staff competence and attitude, student/faculty engagement, intercultural experience and satisfaction, English as a medium of instruction (EMI), and knowledge transfer mechanisms. Furthermore, the study delineated strategies within each dimension and highlighted prevalent performance indicators utilized by HEIs.

The study’s primary contribution is a conceptual framework designed to assist HEI directors and academics. This framework delves into dimensions, strategies and indicators of internationalization particularly relevant in the post-pandemic era.

To analyze internationalization patterns among large Russian multinational corporations (MNCs).

Case study analysis of systematic internationalization attempts within three industries: IT, banking, and steel. For case studies, secondary data was used along with industry expert interviews.

The first finding is that Russian firms actively pursuing internationalization strategies through mergers and acquisitions (M&As) and greenfield investments were not as successful as several optimistic assessments had earlier suggested. Few global corporate champions emerged among Russian MNCs, despite a decade of record high outward foreign direct investments (OFDI). Secondly, we observed the unique trend of splitting operations between international and Russian businesses, which proved more sustainable than operating as a single firm. For example, the IBS-Luxoft group achieved success through gradual legal and organizational separation of branches in order to serve rising demand in developed markets and from its Russian business within the same industry. This double-headed strategy divides a business into two parts that are controlled by the same owners, but operate independently: one firm operates within the home market, while another firm aims to expand globally. This seems to be a typical trend, confirming recent findings for Russian small and medium enterprise (SME) internationalization and reinforcing earlier literature on institutional constraints in the Russian economy.

We analyzed major cases from three actively internationalizing industries. For each industry, we extensively analyzed one main case in particular. Industries’ choice also affects specific internationalization strategies.

This study identifies two distinct approaches in the literature on Russian business internationalization and attempts to combine both. We will also highlight organizational dilemmas as well as patterns in Russian businesses’ successful and failed internationalization strategies over the last decade. We identified an original double-headed internationalization strategy consisting of the separation of the national and global businesses, rather than leveraging their synergy. We will also question the established optimistic assessment of Russian MNC internationalization.

Higher education has become a more active sector in most of countries recently. Facing a more globalized society and a more competitive scenario, institutions all over the world are transforming and improving diverse strategies of internationalization to provide innovative experiences to students and professors. Therefore, the main objective of this chapter is to describe the strategies of internationalization at Universidad de Monterrey (UDEM) Mexico such as mobility of students and professor, institutional culture, curriculum, strategic alliances but the most important, international collaboration at classrooms. UDEM is a private higher institution with more international experiences in student mobility in Mexico, and the first with more collaborative online international learning (COIL) projects in Latin America. Using a qualitative research method, this chapter demonstrates that UDEM’s strategies of internationalization both, abroad and at home, transformed actions, functions, and processes at UDEM impacting the quality and experience of education. These strategies have impacted students positively. Besides, these strategies of internationalization have the potential to be replicated in other higher education institutions (HEIs).

This paper aims to revisit the long-standing in the management literature argument of “matching managers to strategy” in the new empirical context of the top management team (TMT) and firm internationalisation. The purpose of this paper is to examine the consequences of matching nationalities of the TMT members to the multinational corporations’ (MNC) countries of operation.

This research is based on the quantitative methods. The authors use the traditional regression analysis, with the ordinary least squares estimation, in the moderated multiple regression models.

The study findings point to the importance of the asset-based exposure to international environments for the benefits of the TMT nationality matching to materialise. They re-affirm the critical remarks on the early “matching managers to strategy” frameworks, which indicated that the effectiveness of matching is underpinned by the detailed specification of the matching contingencies that influence the matching process.

The measure of matching the TMT foreign nationals to the MNCs’ host countries constitutes a novel way of capturing the TMT internationalisation, as opposed to measuring the incidence of foreigners on the TMTs or the TMT nationality diversity variable. It therefore underlines the aspect of matching in terms of the cultural fit between the TMT nationalities and countries of MNCs’ operations.

Internationalisation is one of the significant manifestations of the ongoing transformation of doctoral education. The purpose of this paper is to focus on the perspectives of Portuguese universities and doctoral students regarding the importance of internationalisation and the strategies to achieve it in doctoral education.

A sample of 118 doctoral programme websites from 27 universities (15 public, 12 private) served as the data source of university perspectives of internationalisation. Doctoral students’ perspectives on the same topic were collected through 31 interviews, 27 conducted in seven focus groups and four individually, with first-year doctoral students from three Portuguese public universities. Content analysis was performed on the two sets of data.

According to university and doctoral students’ perspectives, internationalisation assumes an important role in Portuguese doctoral education and is being integrated through specific strategies. Strategies for attracting and recruiting international students appear to take a back seat compared to strategies which offer students international experience through immersion in international environments in their home institutions. While expressing the potential impediments, undesirable side effects and conditions that internationalisation must meet, students seem to take a critical stance towards it and towards the institutional strategies designed to promote it.

This paper addresses a topic which does not appear to receive much attention in doctoral education research and, to this extent, advances knowledge on the internationalisation of doctoral education.

The purpose of this paper is to develop and apply a framework that examines the dynamics of internationalization strategies employed by export companies in the agricultural sector of emerging economies over time, with a focus on the locus of destination markets of the Chilean fruit sector. Thus, the objective is to identify conceptual and empirical deviations from existing research on export firms participating in non-agricultural sectors of industrialized countries.

The matrix of multi-nationality developed by Aggarwal et al. (2011) is extended by incorporating the firm category of “host region” and the dimensions scale and time. This framework is utilized to classify 233 Chilean fresh fruit exporters according to their internationalization strategies based on a geographical distribution of their exports. A uni- and bivariate longitudinal analysis is conducted over a seven-year period (2009–2015) to explore the dynamics of this internationalization process.

A significant number (12.75 percent) of firms classified as “host regional” are identified, and thus a clear difference in internationalization strategies when compared to non-agricultural sectors in industrialized countries. Simultaneously, similarities in these sectors can be found. Most firms are “transregionally” (65.12 percent) or “globally” oriented (16.06 percent), mainly following a linear internationalization path when considering the number of export markets. But there is also evidence of “born-global” firms, which mainly follow non-linear internationalization paths in more geographically and psychically distant markets.

The extended framework developed in this research can be applied to future studies, particularly in the case of economies where a significant proportion of firms are predominantly focusing their export strategies on one single international market. Since this study focuses on one national sector as a prime example, further studies on other countries and sectors may provide additional evidence of its generalizability.

Based on the findings, concrete measures have been suggested to aid Chilean policy makers in implementing evidence-based economic policies, as well as Chilean public trade organizations and private export associations in the fruit sector, in relation to services such as training, strategy consulting and trade network development that they provide to export firms.

The study contributes to the existing literature by introducing the firm category “host regional” into the matrix of multi-nationality, and empirically verifies its existence among agricultural export firms in emerging economies. Furthermore, it also shows that even when it might result counterintuitive, firms from the agricultural sector share similarities in internationalization strategies with firms from industrial sectors.

This paper presents a framework for an improved understanding of actual internationalization motives. Answers to a key question in IB studies – why companies internationalize – contain considerable flaws. There are theoretical, disciplinary and methodological reasons for this state of affairs. In practice, the lacking attention for motivational constellations has serious repercussions for the theoretical sophistication of IB studies, lowering its managerial relevance.

Managers are confronted with many internationalization considerations simultaneously and, therefore, often have difficulty in recognizing themselves in extant approaches. The abstractions that many textbooks and academic papers present on the why question of corporate internationalization defy reality in case the various motivational trade-offs that managers face are not adequately addressed. This contribution presents a framework that is based on the identification of a number of motivational tensions that define the outcome of the actual internationalization strategies of companies: between intrinsic and extrinsic motives, between strategic intent and realization and between tactical and strategic considerations.

Dealing with these tensions at the same time provides a strong ground for explaining particular outcomes of the internationalization process in degrees of international coordination and integration.

The practical implication of the approach is a new conceptual framework that help scholars and managers understand complex configurations of internationalization motives better and thus come up with more realistic descriptions of what has actually influenced companies to adopt a particular internationalization strategy.

The paper presents a completely new combination of models to document the motivations and consequently the internationalization trajectories of companies. It is, however, also well founded in the literature, but it presents a fundamental account of some serious flaws in IB theory and practice.

Focusing on the global trade collapse and the subsequent recovery period, the purpose of this paper is to examine the export performance of firms that are involved in complex internationalization strategies.

The authors use a random-effects probit model with panel data and a dynamic panel data model (GMM system) for Spanish manufacturing firms from 2006 to 2013 period.

It is found that, once firm characteristics are controlled for, complex internationalization plays an important role in continuing to export and, additionally, positively influences the level of exports. Firms active in a complex mix of internationalization strategies have an added advantage, which enables them to confront the uncertainty of foreign markets in better conditions and translates to a lower likelihood of ceasing exporting and to higher export values.

The present paper throws light on this question by showing that the negative impact of trade collapse in 2009 on the export level was lower for firms inserted in complex internationalization strategies and the subsequent recovery was more intense.

The analysis goes one step further and investigates whether the impact is different during the trade collapse in 2009 and the following recovery. Here, previous empirical research at firm level on the role of complex internationalization strategies in trade is contradictory.