Boundaries of the Firm: Insights From International Entry Mode Research

Brouthers, Keith D.; Hennart, Jean‐François

doi:10.1177/0149206307300817

Cited by 683 publications

(698 citation statements)

References 133 publications

Supporting

Mentioning

657

Contrasting

Unclassified

Order By: Relevance

“…resources being 'sticky'). The rare, valuable, inimitable and non-substitutable firm specific assets/resources (FSRs) are a source of competitive advantage for internationalisation (Brouthers & Hennart, 2007). EE firms, though not possessing the sort of FSRs owned by DE MNEs (e.g.…”

Section: Resource-based View (Rbv)mentioning

confidence: 99%

Expanding to outward foreign direct investment or not? A multi-dimensional analysis of entry mode transformation of Chinese private exporting firms

Wei¹,

Zheng²,

Liu³

et al. 2014

International Business Review

View full text Add to dashboard Cite

This research examines the factors determining whether or not exporting firms expand to outward foreign direct investment (OFDI) as part of their internationalisation strategy, using a recent survey of Chinese private-owned enterprises. We carry out a multidimensional analysis to investigate the impact of firm productivity, internal resources and the external environment on OFDI decisions, including both the decision to undertake OFDI and the volume of OFDI flows. It is found that productivity, technology-based capability, export experience, industry entry barriers, subnational institutions and intermediary institutional support affect firms' OFDI decisions. The findings have important policy and managerial implications.Key words: OFDI, Chinese private-owned enterprises, productivity, heterogeneity theory, the integrated 'strategic tripod' framework. 1 We are grateful for the valuable comments and suggestions of three referees. 2 We thank one of the referees for suggesting the term 'entry mode transformation'.

show abstract

Section: Resource-based View (Rbv)mentioning

confidence: 99%

Expanding to outward foreign direct investment or not? A multi-dimensional analysis of entry mode transformation of Chinese private exporting firms

Wei¹,

Zheng²,

Liu³

et al. 2014

International Business Review

View full text Add to dashboard Cite

show abstract

“…INV theory , however, has been excluded from recent comprehensive literature reviews (e. g. Brouthers & Hennart, 2007). Hence much of the research on SMEs, international marketing and the process of internationalization has been ignored.…”

Section: Introductionmentioning

confidence: 99%

“…First, given its high relevance, numerous empirical studies have addressed the entry mode decision (Sarkar & Cavusgil, 1996;Brouthers & Hennart, 2007;Canabal & White, 2008), the third most researched field in international management (Werner, 2002). However, little effort has been made in the field of international entrepreneurship.…”

Section: Introductionmentioning

confidence: 99%

International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

View full text Add to dashboard Cite

This paper aims to explore how marketing capabilities contribute to the international expansion of international new ventures, and the influence of these capabilities on the entry mode these firms choose. Specifically, the study examines how marketing This study extends previous international entrepreneurship research, including insights on antecedents of international new ventures' choice of higher commitment entry modes in foreign markets. Additionally, the results of this work encourage international entrepreneurs to look beyond the explicit value of experiential market knowledge to realize the potential value of marketing capabilities as an antecedent to higher commitment entry modes.

show abstract

“…Several overview articles (Brouthers and Hennart, 2007;Canabal and White, 2008) and meta-analyses (Morschett et al, 2010;Tihanyi et al, 2005;Zhao et al, 2004) have been published recently, indicating that this has become a mature field of research.…”

Section: Foreign Operation Modes and Mode Combinationsmentioning

confidence: 99%

“…***** Table 3 about here ***** The two first categories capture FOM heterogeneity that often essentially is due to different circumstances, either across activities or across locations. For example, a company may perform a range of activities in a country, and each of the activities may call for different ways of organising due to different levels of, inter alia, complexity, uncertainty, scale, and specific assets; as pointed out in received theory (Anderson and Gatignon, 1986;Brouthers and Hennart, 2007;Madhok, 1997).…”

Section: Case Analysismentioning

confidence: 99%

Mode Combinations and International Operations

Benito

Petersen

Welch³

2011

Manag Int Rev

View full text Add to dashboard Cite

Abstract• An enduring characteristic of extant literature on foreign operation modes is its discrete choice approach, where companies are assumed to choose one among a small number of distinctive alternatives.• In this paper, detailed information about the operations of six Norwegian companies in three key markets (China, UK and USA) is used as the basis for an exploration of the extent to which, and how and why, companies combine clearly different foreign operation modes. We examine their use of foreign operation mode combinations within given value activities as well as within given countries.• The study reveals that companies tend to combine modes of operation; thereby producing unique foreign operation mode "packages" for given activities and/or countries, and that the packages are liable to be modified over timeproviding a potentially important optional path for international expansion.• The data show considerable variation across cases; ranging from extensive use of mode combinations to a singular focus on a specific mode of operation. The study contributes to a refinement of our understanding of the path of internationalisation, and throws up a number of awkward theoretical questions about the process.

show abstract

Boundaries of the Firm: Insights From International Entry Mode Research

Cited by 683 publications

References 133 publications

Expanding to outward foreign direct investment or not? A multi-dimensional analysis of entry mode transformation of Chinese private exporting firms

Expanding to outward foreign direct investment or not? A multi-dimensional analysis of entry mode transformation of Chinese private exporting firms

International new ventures as “small multinationals”: The importance of marketing capabilities

Mode Combinations and International Operations

Contact Info

Product

Resources

About