A process view of new ventures’ internationalization: exploring the ‘black box’

Crespo, Nuno Fernandes; Simões, Vítor Corado; Fontes, Margarida

doi:10.4337/9781783471584.00019

Cited by 3 publications

(4 citation statements)

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“…Consequently, managers appear to be leveraging their limited resources while learning about new markets and minimizing the risk of going to more distant countries, which may not be ready for cleantech products or technologies. Hence, in line with previous studies on SMEs' internationalization, this attitude is not a result of these markets being devoid of opportunities but rather because the case firms exhibit a risk-averse approach (Mandl and Esser, 2015;Crespo et al, 2015;Kuivalainen et al, 2015). Hence, they prefer to internationalize to culturally close markets and countries (from developed to less developed countries) with less demand for firm resources.…”

Section: Theoretical Contributions and Managerial Implicationssupporting

confidence: 75%

“…The first main finding from the data is that, even though the case firms also operate in the domestic market, their managers have a global mindset toward facilitating operations in international markets. Existing studies on SMEs' internationalization show that certain characteristics of SMEs' managers, such as an international orientation and a global mindset, affect early internationalization processes of companies (Crespo et al, 2015;Nummela et al, 2005). Additionally, managers within the case firms have extensive international experience, as reflected in their foreign language competencies, work experiences and international travels or studies, the importance of which is highlighted by the previous literature (Bloodgood et al, 1996;Acedo and Jones, 2007).…”

Section: Managerial-level Antecedentsmentioning

confidence: 98%

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Renewable energy market SMEs: antecedents of internationalization

Asemokha

Ahi

Torkkeli

et al. 2019

cpoib

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Purpose The purpose of this study is to provide a foundational understanding of the internationalization of small- and medium-sized enterprises (SMEs) operating in the context of renewable energy markets. The focus is on exploring and identifying the managerial-, firm- and environmental-level antecedents to their international expansion, which also furthers the understanding of the distinct SME’s internationalization context within the renewable energy market. Design/methodology/approach The study adopts a qualitative multiple case study approach in a Finnish SME context and identifies the antecedents’ relative prominence at the managerial, firm and environmental levels. Findings The findings indicate that, although internationalization antecedents of renewable energy SMEs differ owing to market forces such as trends, networks and changing regulatory policies, they share antecedents similar to those of SMEs in other industries. Research limitations/implications The main limitation of this study is its single-country home market empirical context. Future studies should expand analysis to different regulatory and regional environments. Originality/value To the authors’ knowledge, there are few studies that explore the antecedents of SMEs’ internationalization, especially in the renewable energy market context. Hence, this study contributes to the international business and entrepreneurship literature by illustrating the fundamental managerial-, firm- and environmental-level antecedents to the internationalization of SMEs operating in the renewable energy business. In addition, it highlights the peculiarities of renewable energy SMEs’ internationalization, suggesting that extant research on SMEs’ internationalization has not adequately captured the intricacies present in the internationalization of renewable energy enterprises.

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Section: Theoretical Contributions and Managerial Implicationssupporting

confidence: 75%

Section: Managerial-level Antecedentsmentioning

confidence: 98%

Renewable energy market SMEs: antecedents of internationalization

Asemokha

Ahi

Torkkeli

et al. 2019

cpoib

View full text Add to dashboard Cite

show abstract

“…Third, the model only explains 42% of the variance of INVs' international performance. This shows that the process is very complex and that there are several other relevant actions that may influence the performance of INV (Crespo et al, 2015).…”

Section: Resultsmentioning

confidence: 99%

“…As for INVs’ internationalization duration, most literature focus on the very early phases of internationalization, overlooking what happens later (Jones et al, 2011; Zettinig & Benson-Rea, 2008). Although it is clear that during the internationalization process INVs evolve in terms of resources, activities, processes, and performance (Crespo et al, 2015; Jones & Coviello, 2005), there are few studies comparing INVs in recent-entry and post-entry internationalization phases (Gerschewski et al, 2018; Ibeh et al, 2018; Jones et al, 2011; Khan & Lew, 2018; Morgan-Thomas & Jones, 2009; Sleuwaegen & Onkelinx, 2014). The way competitive strategies lead to higher performances depends on the preparation activities carried out by INVs (Li et al, 2004; M. M. Miller, 1993).…”

Section: Introductionmentioning

confidence: 99%

Competitive strategies and international new ventures’ performance: Exploring the moderating effects of internationalization duration and preparation

Crespo

Simoes

Fontes

2020

BRQ Business Research Quarterly

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The purpose of this article is twofold: to bring back to discussion the importance of strategy as a key element for international new ventures (INVs) to achieve higher international performance and to assess the relevance of contingency perspective, particularly two organizational contingency factors (internationalization duration and internationalization preparation), in moderating the strategy–performance relationship. The framework developed addresses the effects of four competitive strategies (cost leadership and innovation-based, marketing-based, and quality- and service-based differentiation) as determinants of INVs’ international performance. In addition, internationalization duration and internationalization preparation are included as moderators of these relationships. The hypotheses were tested using a sample of 319 INVs. The findings show that marketing and quality and service differentiation strategies are associated with higher INVs’ international performance and that internationalization duration and internationalization preparation play relevant moderating effects. JEL CLASSIFICATION: M13; M16

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