Antecedents of entry mode choice when diversifying

Sánchez‐Peinado, Luz; Menguzzato-Boulard, Martina

doi:10.1016/j.indmarman.2008.05.003

Cited by 30 publications

(8 citation statements)

References 123 publications

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“…Prior research has identified various factors that either enhance or impede such diversification. In connection with the resource-based view, it has been argued that a firm needs relevant experience, resources and capabilities to enter new industries (Sanchez-Peinado and Menguzzato-Boulard, 2009). To successfully compete in its current industry, firms need to improve knowledge, processes and routines relevant in that industry.…”

Section: New Industriesmentioning

confidence: 99%

“…For instance, aggressive pricing and extensive marketing from the side of established players in the new industry potentially decreases the profitability of investment and might discourage the management to attempt an entrance to the new industry. There are industry-specific features such as industry concentration and growth that determine the likely response from incumbents (Sanchez-Peinado and Menguzzato-Boulard, 2009). Mature industries tend to have high competitive pressures and low growth rates, making the incumbents' retaliation more likely than in relatively new high growth industries where there is more room for new entrants.…”

Section: New Industriesmentioning

confidence: 99%

“…some are easier to enter than others. For example, such SC could be subject to the relatedness with existing industry as discussed by Lieberman et al (2017) or the growth and competitive factors of the industry as discussed by Sanchez-Peinado and Menguzzato-Boulard (2009), and thus, acquiring new (or different) managerial resources for that step is less important. Our data did not enable us to control for these contingencies, but it would be an interesting follow-up analysis for future studies.…”

Section: New Member In the Boardroommentioning

confidence: 99%

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New member in the boardroom and subsequent strategic change in the product-market scope of the firm

Süsi

Lukason

2020

RIBS

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Purpose The purpose of this paper is to explore the linkages between the appointment of a new management board member and the following strategic change (SC) in the product-market scope of the firm. Design/methodology/approach The study is based on the whole population of Estonian firms, in total 16,941 observations and the data are retrieved from Estonian Business Register. First, the authors focus on the association between the appointment of a new board member and the likelihood of different types of SC. Second, the authors focus on the association between the new board member’s previous export experience and export-related SC. Logistic regressions are applied for all models. Findings The results indicate that there is a significant association between the appointment of a new board member and the subsequent start of exports and also continuing it, entrance into a new industry and making an SC in more broad terms, though the significance levels vary across the composed models. No significant relationship was found with the entrance into the additional geographic market(s) for already exporting firms. There was also a significant association between the previous export experience of a new board member and the subsequent start of exporting. Originality/value The authors look at SC in the product-market domain holistically by applying the same data on both geographic and product portfolio expansion options. The authors also introduce the scale and stability contexts of SCs. These aspects are usually neglected from similar studies.

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Section: New Industriesmentioning

confidence: 99%

Section: New Industriesmentioning

confidence: 99%

Section: New Member In the Boardroommentioning

confidence: 99%

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New member in the boardroom and subsequent strategic change in the product-market scope of the firm

Süsi

Lukason

2020

RIBS

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“…The implementation of the systems involves the development of specific processes and standards. ATR19. Cooperation : Inter‐company cooperation is a strategic response to increasing competition and the necessity to access a wider range of technologies and capabilities (Sánchez‐Peinado and Menguzzato‐Boulard, 2009). …”

Section: Technological Competitiveness In Diversification Processes F...mentioning

confidence: 99%

Multicriteria evaluation of technological competitiveness in diversification processes. An application to the automotive components industry

Muerza

Larrodé

Moreno-Jiménez

et al. 2023

Int Trans Operational Res

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Considering technological competitiveness in diversification processes as the existence of key technologies that guarantee the current and future effective running of firms in terms of their technological and operational potential, this paper presents a multicriteria approach for its evaluation and provides an index for measuring the technological competitiveness of diversification processes. The application of this multicriteria approach, based on the analytic hierarchy process, in three real technological diversification processes allows (i) the validation of the hierarchical model (five levels and 25 attributes) and the index (73 indicators) proposed for evaluating the technological competitiveness; (ii) the use of this hierarchical model and index to confirm the suitability of the diversification process and to extract knowledge related to the technological and operational potential of the firm; and (iii) the exploitation of this knowledge in order to guarantee the long‐term survival of automotive components industry's firms. The methodology finds the most relevant attributes in the automotive component sector (innovative capacity and activity, good functioning of the management and finance departments). Its practical application determines the firm's suitability for a diversification process, identifies the attributes that require some improvement, and the decision opportunities. After 5 years, the three companies that have been studied showed a behaviour aligned with the values and recommendations of the index developed to assess technological competitiveness. The main limitation lies in the difficulty of studying companies if they change or disappear in the future.

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“…Also, the entry into new lines of business is always related to business performance, which has made it essential to use a diversification measure to check the results found (Miller, 2006;Ravichandran et al, 2009;Sánchez & Menguzzato, 2009). …”

Section: Business Diversificationmentioning

confidence: 99%

Performance and internationalization effects of the use of ICT in diversified companies

León

Igartua

Epelde

2018

SBIR

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The relationship between Information and Communication Technologies (ICT) and business performance has been a topic of great importance for academics from different areas for several decades. In this sense, this study analyzes the impact of the use of ICT on the diversification strategy of small and medium enterprises (SMEs). From a sample of 95 companies in the Autonomous Community of the Basque Country, it is evident that diversified companies show a higher level of use of ICTs and that ResumenLa relación entre las Tecnologías de la Información y la Comunicación (TIC) y el rendimiento empresarial ha sido un tema de gran importancia para los académicos de diferentes áreas durante varias décadas. En este sentido, este estudio analiza el impacto del uso de las TIC en la estrategia de diversificación de las pequeñas y medianas empresas (PYME). De una muestra de 95 empresas de la Comunidad Autónoma del País Vasco, es evidente que las empresas diversificadas muestran un mayor nivel de uso de las TIC y que este recurso afecta positivamente el grado de diversificación internacional y el rendimiento empresarial. Para el análisis estadístico descriptivo y correlacional de las variables, se utilizó el software SPSS.Palabras clave: TIC, diversificación, internacionalización, rendimiento.

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Antecedents of entry mode choice when diversifying

Cited by 30 publications

References 123 publications

New member in the boardroom and subsequent strategic change in the product-market scope of the firm

New member in the boardroom and subsequent strategic change in the product-market scope of the firm

Multicriteria evaluation of technological competitiveness in diversification processes. An application to the automotive components industry

Performance and internationalization effects of the use of ICT in diversified companies

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