Purpose
This study aims to examine, which dynamic capabilities (DC) are used by companies from post-socialist emerging markets (PSEM) during their internationalization.
Design/methodology/approach
The paper uses a DC perspective together with the new internalization theory to examine the internationalization of companies from PSEM. It uses qualitative data from the interviews with 7 PSEM experts and the 16 cases of the multinational companies from PSEM.
Findings
PSEM companies develop particular DC while expanding abroad whereby innovation capability helps them internationalize beyond neighboring countries and overcome the stigma of being less competitive than advanced economies. Adaptability is the DC that helps private companies, which differ from state-owned PSEM firms, overcome the uncertainties of the changing environment. Innovation capability and absorptive capability help PSEM firms surmount their geographical position. Alliancing activity is the DC that is used at the initial stages of internationalization to boost technological development.
Originality/value
The study contributes to the body of knowledge on the internationalization of companies from transition economies and sheds light on the nature of DC for the successful international expansion of PSEM firms. It attempts to address the lack of empirical studies on DC. Methodological value is in the combination of case studies’ analysis and interviews with experts, which adds novelty to the studied subject.
Migrants starting up businesses face different challenges than local companies, this difference can represent multifaceted features during turbulent times. Migrant entrepreneurs with diaspora resources can adapt their business models with special cultural and linguistic value creation elements that target markets both physically and online using digital means. Migrant resilience has been ignored in business model related literature. This multiple case study contributes to that. It examines ways five Russophone migrant entrepreneurs adapt their business models and employ available cultural and linguistic features, and other business and digital solutions by doing so using business model canvas.The cases indicate that migrant life transformations combined with international experience may foster their entrepreneurial resilience and help them to adapt the value creation elements. Shared language is one strategic value component. The study shows that migrant entrepreneurs discover and address both domestic and international opportunities and have aspirations beyond simple survival or necessity.
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