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While the internet enjoys increasing interest regarding its potential to extend the global reach of firms, especially small and medium‐sized firms (SMEs), little work has been done on the viability of the internet as a new and effective path to internationalization. Specifically, it is unclear how the internet can successfully support export marketing. The purpose of this paper is to examine the drivers and performance outcomes of two patterns of internet use supporting export marketing: the internet as an alternative to a physical presence and the internet as a sales channel.

Data were collected from 115UK‐based SMEs involved in “active online internationalization”. Relationships are examined in a “soft‐modeling” partial least squares (PLS) analysis.

The findings suggest that online channel support positively enhances export performance for SMEs. Yet, the use of the internet as an alternative to a physical market presence does not lead to higher export performance. Specifically, born‐global firms that are relying too much on the internet are prone to fall into the “virtuality trap”. Entrepreneurial firms that use the internet as a sales channel can improve their overall performance, however.

This paper provides some empirical evidence of the existence of the notion of the “virtuality trap”. The paper also shows that the internet can serve a valuable complementary role. Traditional exporters are likely to use the internet as a complement to, and thus to support, existing physical operations.

Managers should focus on relationship building and on‐site learning, instead of putting too much emphasis on the internet as a substitute for a physical market presence.

The authors develop a framework and explore previously untested relationships that suggest the internet may play a complementary role in firm internationalization.

The aim of this article is to explore the rise of firms making a strategic virtue of virtuality. This trend underlines the increased diversity of internationalisation trajectories within the modern international economy where multinational companies (MNCs) use third parties in a “strategic” manner to support a stated value proposition. To highlight this diversity, the article identifies a particular strategic type: virtual global strategy.

The article uses configural analysis to identify the particular strategic type of virtual global strategy. Based on the identification of this type, the article offers evidence from the corporate telecommunications market where this strategy has emerged.

The evidence offered suggests there are limits to the strategic value of a virtual global strategy. Not only are the conditions for its existence rare, but also even in those sectors where it is feasible many firms will seek a degree of hybridity as there is still value in some degree of physical presence either at the regional or local level.

The emergence of these innovative strategies challenges the understanding of the form and nature of internationalisation. Not only does it highlight that there is value in virtuality, but also challenges conventional understanding of the nature of commitment within host markets.

The value of the article lies in understanding the increasingly diverse set of trajectories linked to internationalisation and the ability of firms to make a strategic virtue of virtuality within international markets.

The Covid-19 pandemic has quickly transformed the notions of crises and of living in a VUCA (volatile, uncertain, complex, and ambiguous) world into a lived experience. This chapter offers a perspective on how New Zealand businesses experienced and reacted to Covid-19 related management from a distance and with a mindset that was informed by the government’s focus on health and well-being and “being kind.” This exploratory findings from a sample of New Zealand exporters show that technology-supported management of digital distance and trust, infused with a partner-specific exhibition of empathy, fostered successful business relationships during these challenging times.

This paper deals with the international development of firms through the online sales channel. Despite the ever-growing importance of the issues involved in such internationalization strategies, they have received limited attention in the literature.

The paper presents an analysis of an expressly developed database of 20 multibrand luxury retailers in the online fashion market

The analysis highlights the international dimension of these players and sheds some light on internationalization through e-commerce of the luxury fashion retailers. In particular, the paper states that e-commerce may be related to different degrees of internationalization in multibrand luxury fashion retailers and that internationalization of multibrand luxury fashion retailers through e-commerce is unrelated to physical stores abroad.

Future research should be aimed at analyzing the characteristics of a greater number of actor, such as mono-brand luxury manufacturers, also comparing the fashion system with other sectors where the online channel exhibits a similar important trend.

The paper’s originality is related to a new phenomenon that has yet to receive appropriate consideration in the literature, the online international company growth with particular focus on the online channel as a new means to develop into foreign markets

The purpose of this paper is to discuss the Internet's paradoxical nature from the perspective of consumers.

First, it is discussed that negotiations between companies and consumers about their respective shares of power lead to different models of consumer power. Second, the paradoxical effects of technology on social relations and an individual's sense of identity and responsibility are discussed. These changes have altered not only consumer behaviour but also the relationship between producers and customers, in the sense that power shifts to consumers. The case of the international music industry is used as an example. This case embodies many of the studied aspects of the paradox concept and proves useful in the development of implications for companies and their strategies.

The paper finds that while negotiations between companies and consumers about their share of power lead to different models of consumer power, the effects of technology on social relations and individuals' sense of identity and responsibility lead to changes in consumption behaviour.

The paper identifies how business practices have changed in response to the changes in intellectual property matters and the power constellations between companies and consumers. The theoretical models presented in this paper represent different positions that companies and consumers can take and are helpful in explaining the current power struggles, such as file sharing activities, which on a more individual level also correspond to paradoxical effects of the Internet (social relations, deindividuation effects).

This paper takes a fresh look at the Internet's paradoxical nature from a consumer point of view. It is argued that some of the Internet's paradoxical effects stem from socio‐political and socio‐cultural changes, for example, a power shift from companies to consumers, and normative and anti‐normative behaviours.

A close reading of Adam Smith’s works, “An Inquiry into the Nature and Causes of Wealth of Nations” and “The Theory of Moral Sentiments,” indicates that he would not support the advocacy of free markets wholeheartedly. His view on market systems, although “free,” implies strong institutions and regulations. Adam Smith would have been particularly concerned with the fact that the large multinationals are as much political actors as they are economic actors. He would have argued that there may be ‘moral‘ limits to globalization. In his view, the general rules of morality are (in modern parlance) ‘socially embedded.’ Thus, sympathy and fellow‐feeling mostly operate at ‘close quarters’ and, in particular, they may not be effective at a transnational level.

This paper aims to explore how born global firms (BGs) in business to business (B2B) markets balance the mix of physical and virtual networking through social media to gain access to resources throughout their internationalization process. Further, the research seeks to understand these firms’ network dynamics in their continual adaptation to changing resource requirements throughout the internationalization process.

This research adopts a multiple case study approach based on in-depth interviews with founders and key informants in BGs in the software industry, supplemented with extensive secondary data.

Results reveal that networking through social media is efficient and can be used to access vital resources and to build trusting relationships in a B2B context, yet in combination with physical networking. This research found several boundary conditions related to the mix of physical and virtual networking, i.e. the relationship culture in the industry, strategic importance of partner/customer, type of product complexity and managers’ perceptions of the usefulness of social media in a B2B context. These conditions could evolve over time.

This research contributes to enhanced understanding of how resource-constrained BGs balance the mix of physical and virtual networking through social media in a B2B context, influenced by boundary conditions, achieving a network dynamic to advance internationalization.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Using social media platforms in a creative and engaging way can help companies not only achieve good relationships with their customers, but with other businesses as well.

Businesses should engage with social media for international connections, adopting marketing strategies for specific customers and industries. They should also find a balance between physical and social networking.

A revolutionized marketing strategy in which businesses can become global leaders through strong networks.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Our study explores the performance implications of deviations in managers’ perceptions of “cultural distance” – one of the most important concepts in International Business research – when expanding into foreign markets. Despite much research on “cultural distance,” few researchers have paid attention to the effect of deviations in managers’ perceptions of cultural distance on firm performance. This is important since managers formulate strategies for responding to the environment based on their perceptions of the firm’s environment. These perceptions, however, do not always coincide with actual environmental characteristics. Therefore, formulating strategies based on inaccurate data may result in erroneous forecasts, missed opportunities and, ultimately, business failure. We explore this empirically by comparing managers’ perceptions of cultural distance to export markets of Swedish SMEs to cultural distance measures based on secondary data and relate deviations of perceptions to the performance of these SMEs. Our results show that the larger the deviations of managers’ perceptions of cultural differences from “actual differences” as expressed in Hofstede scores on cultural dimensions, the lower the performance expressed in firms’ sales. The implications of the study are discussed.