2013),"Differences and similarities of the internationalization processes of multinational companies from developed and emerging countries", European Business Review, Vol. 25 Iss 5 pp. 411-428 http:// dx.Access to this document was granted through an Emerald subscription provided by emerald-srm:573577 []
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AbstractPurpose -The purpose of this study is to provide deeper insights into the extent to which an independent actor(s) actively collaborates with the internationalizing firm so as to jointly determine the choice of market, the mode of entry and the level of investment committed in the market to be entered and even after the entry (i.e. the ongoing activities). Design/methodology/approach -Against the previous purpose section, a qualitative research approach is selected to guide the exploratory nature of this study. Thus qualitative data are used to build the two case studies because case studies are generally a more appropriate approach when "how" and "why" questions are being posed and when the investigator has little control over events. Findings -Based on two multiple case studies, one major finding of the study shows that independent actors, with their interconnected networks, have played and are still playing a major role in influencing the internationalization processes of each of the two firms in this study. Originality/value -This is an original paper developed based on two case studies which have not been published in any journal before. The paper highlights the role of external independent actors in internationalization, which is not mentioned at all or stressed in the extant literature.
This study aims to explore factors affecting the formation and operation of strategic alliances, and the impact of these factors on performance. The underlying premise being that different cultures affect strategic alliances differently. The study is based on the analysis of 20 alliances between firms in Eastern and Central Europe and their Swedish partners. Significant differences were found across countries. The paper concludes with implications for managers responsible for managing international alliances in terms of effectiveness of their role, as well as their cultural awareness and ability to deal with cultural differences.
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