Internationalisation processes: an analytical framework

Abstract

In this article we propose a framework for analysing internationalisation processes, manifested through a sequence of servicing modes. A servicing turn is, in turn, the institutional arrangement whereby firms operate in foreign markets. The framework borrows conceptual notions from the literature on foreign market entry, internationalisation and subsidiary development. Three implications for empirical studies are subsequently suggested. First, it is argued that internationalisation processes should be analysed in light of intra and inter-organisational relationships embedded in distinct spatial and temporal contexts. Secondly, the framework takes into account not only incremental but also discontinuous internationalisation processes. Thirdly, it is proposed that internationalisation processes are endless phenomena and, therefore, should consider sequences of servicing modes that take place in the foreign market where the entry mode is originally embedded as well as in foreign markets reached from the initial host country.

Marketing Challenges and Strategies for Internationalization of Service Firms

“…Entry mode selection is considered as an appropriate way for businesses to enter foreign markets so as to operate their international businesses by utilizing their advantages (Root, 1998). In other words, entry mode has putted stress on the primary choice for performing international activities (Rezende, 2003).…”

O desenvolvimento de competências organizacionais em diferentes modelos gerenciais de subsidiárias de empresas multinacionais Brasileiras

“…A competência específica provém do conhecimento tácito, além de ser dependente do contexto específico de atuação (Andersson & Forsgren, 2000) e da trajetória passada da empresa (Hakansson & Waluszewski, 2002;Rezende, 2003), o que torna difícil ser imitada e transferida.…”

Corporate Competences in Subsidiaries of Brazilian Multinationals

“…The opening up of markets and global competition have reduced both Corporate Competences 171 entry time and the number of internationalization stages (Bonaglia and Goldstein, 2007;Mathews, 2006). The gradual nature of entry modes is not necessarily a cut and dry rule (Rezende, 2003). Corporate headquarters' perception is not the only factor explaining a stronger or weaker commitment to the overseas operation.…”

“…Internationalization is a phenomenon that is not restricted in terms of entry mode; rather, it involves the subsidiaries' process of evolution itself . The relationships established by subsidiaries during their evolution in the international market may be gradual, yet the sequence of the entry mode does not happen on a continuous basis (Rezende, 2003). This is the evolutionary process of the subsidiaries; the process depends on the contingencies of the competitive environment, the relationships between the subsidiaries, and on the company's past experience with its overseas operations (Rezende, 2006).…”