2019
DOI: 10.1556/032.2019.69.s2.7
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Differences in Strategies between Rapidly and Gradually Internationalising Polish Firms

Abstract: The paper presents a qualitative study of rapidly and gradually internationalising Polish firms. It compares these two types of firms with a special attention to their competitive strategies. The results show that there are more similarities than differences between the two groups of firms from emerging markets. These findings, based on case studies and interviews must be interpreted with a lot of caution, because the similar strategic behaviour of gradually internationalising firms to rapidly internationalisi… Show more

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Cited by 3 publications
(2 citation statements)
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“…This means that such firms should develop a global mindset (Ciszewska-Mlinarič, 2015) and be ready to monitor (Gorton and White, 2009) and react to potential entry and re-entry opportunities (Ciszewska-Mlinarič and Trapczyński, 2019a; Vissak, 2022ab). For that, it might be necessary to use a wide range of marketing channels (Jarosiński and Barłozewski, 2019), search for prospective international customers (Gorton and White, 2009), participate in foreign trade shows and exhibitions (Shirokova and McDougall-Covin, 2012), develop international sales offices (Ciszewska-Mlinarič et al , 2020; Vissak, 2013) or acquire foreign firms (Annushkina, 2014). Such activities could help firms to increase market power or achieve technological or other advantages (Durand and Lautier, 2013).…”
Section: External Factors Internal Motivators and Actions Affecting C...mentioning
confidence: 99%
See 1 more Smart Citation
“…This means that such firms should develop a global mindset (Ciszewska-Mlinarič, 2015) and be ready to monitor (Gorton and White, 2009) and react to potential entry and re-entry opportunities (Ciszewska-Mlinarič and Trapczyński, 2019a; Vissak, 2022ab). For that, it might be necessary to use a wide range of marketing channels (Jarosiński and Barłozewski, 2019), search for prospective international customers (Gorton and White, 2009), participate in foreign trade shows and exhibitions (Shirokova and McDougall-Covin, 2012), develop international sales offices (Ciszewska-Mlinarič et al , 2020; Vissak, 2013) or acquire foreign firms (Annushkina, 2014). Such activities could help firms to increase market power or achieve technological or other advantages (Durand and Lautier, 2013).…”
Section: External Factors Internal Motivators and Actions Affecting C...mentioning
confidence: 99%
“…For successful subsequent internationalization, being competitive (being innovative, developing unique capabilities, resources, products or services) is also important as constant innovators tend to become more international (Brodzicki, 2017; Éltető and Udvari, 2019; Jarosiński and Barłozewski, 2019). To achieve considerable export growth, firms should also implement organizational and marketing innovations, not only technological and product innovations (Bodlaj et al , 2020) or at least remain flexible (Ciszewska-Mlinarič and Trapczyński, 2019a) and ready to adapt their products, promotion, distribution and/or prices, if necessary (Panibratov and Klishevich, 2020; Šeinauskienė et al , 2022).…”
Section: External Factors Internal Motivators and Actions Affecting C...mentioning
confidence: 99%