Some companies rapidly become players on the global stage, often much faster than larger competitors. Alina Kudina, George Yip and Harry Barkema studied a dozen such firms all located in Silicon Fen. Such companies, the authors believe, have lessons to teach in an increasingly international marketplace.

British companies have achieved mixed success overseas, even if they are market leaders at home. This paper examines their success by devising a matrix that combines global market share and international revenues in order to identify the industry segments in which British companies are powering ahead overseas. Companies can then try to move up the matrix by increasing the international share of revenues. The key then is to pick those products or services that are more suitable for internationalisation. They can also move along the matrix by increasing their global market share, by adding new countries or by trying to increase the share in existing countries. The authors say that their methodology can also be applied to analysing companies from other nations.

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PurposeThis paper seeks to analyze the performance implications of the regional and global strategies pursued by multinational companies. It aims to argue that a firm could experience different performance effects for its intra‐ and inter‐regional operations due to differences in the liability of foreignness between these two levels.Design/methodology/approachUsing a large sample of multinational enterprises (MNEs) drawn from all triad regions during the period 1998‐2008, the paper uses panel data methods to analyze the relationships in the sample.FindingsThe paper finds significant support for the difference in the effects of intra‐ and inter‐regional operations on performance between firms that operate within their home region and those that venture outside it.Originality/valueThis is one of the first papers to examine an impact of regional sales dispersion on MNEs' performance. An exclusion of home country sales from the home region sales is a novel feature of this research.

Our article considers how ‘industry architectures’ (i.e., the stable but evolving set of rules and roles through which labor is divided within a sector) shape success in international expansion. We argue that industry architectures differ between countries, are not necessarily technologically determined, shape firms' capabilities and their competitive environment, and constitute a distinct level of analysis. We develop related theory and empirically test its impact with a survey of firms expanding in four CIS countries. We find that separability and similarity of industry architectures across countries are robust and important predictors of success in international expansion. Our results suggest that industry architectures should be added to ‘firm’ and ‘country’ as an intermediate level of analysis that helps explain success in international expansion.

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