Dimensionalizing international market entry mode choice

Driscoll, Angie M.; Paliwoda, Stanley J.

doi:10.1080/0267257x.1997.9964459

Cited by 44 publications

(39 citation statements)

References 37 publications

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“…Firms can internationalize through a variety of modes (O'Farrell, Wood, & Zheng, 1998;Wright, Westhead, & Ucbasaran, 2007) and each mode implies a different degree of control (Anderson & Gatignon, 1986;Driscoll & Paliwoda, 1997;Hill, et al, 1990;Root, 1998). Hill, Hwang and Kim (1990) defined control as "authority over operational and strategic decision making", since it gives the possibility to the firms to co-ordinate activities, safeguards supplies of critical inputs to the production process, guarantees the quality of end product, and influences the logistical and market activities for the product in the target market (Anderson & Gatignon, 1986;Driscoll & Paliwoda, 1997).…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

“…It can be acquired either by operating in a particular country or by operating in the general international environment (Driscoll & Paliwoda, 1997).…”

Section: H2mentioning

confidence: 99%

“…Two dimensions of this are: socio-cultural distance and country risk (Driscoll & Paliwoda, 1997). Different studies have assumed that cultural differences between the company's country of origin and the host country are influential factors in the choice of an entry mode (Rodríguez, 2002).…”

Section: Host Country Factorsmentioning

confidence: 99%

See 2 more Smart Citations

Foreign Markets Entry Mode Decision for Italian Small and Medium-Sized Enterprises

Musso¹,

Francioni²

2012

IJBM

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Using a resource-based view model, this paper examines the main factors influencing Small and Medium-Sized Enterprise (SME) international entry mode selection. In addition, a possible relationship between firms belonging to industrial districts and the entry mode choice has been verified. Data for the analysis of this study were collected interviewing 221 owners/managers of SMEs in Italy. Results showed that entry mode decisions are mainly influenced by firm specific factors. Furthermore, the study does not support the hypothesis of a connection between the firm's belonging to an industrial district and firms' behavior in entry mode selection. This study has made it possible to detect by a resource-based perspective the main factors influencing the choice of entry modes.

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Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

“…It can be acquired either by operating in a particular country or by operating in the general international environment (Driscoll & Paliwoda, 1997).…”

Section: H2mentioning

confidence: 99%

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Foreign Markets Entry Mode Decision for Italian Small and Medium-Sized Enterprises

Musso¹,

Francioni²

2012

IJBM

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“…Risks are therefore reflected in the cost of making and enforcing contracts and the fear of quality deterioration (Driscoll & Paliwoda, 1997). Control in these arrangements is achievable predominantly through price mechanisms and other contractual stipulations (Agarwal & Ramaswami, 1991).…”

Section: Control In Different Market Entry Modesmentioning

confidence: 99%

The impact of entry modes on the organisational design of international hotel chains

Brookes

Roper

2010

The Service Industries Journal

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“…The same practice has been adopted in the current research. Seventh, control of international branding activities means the use of controls as authority over operational and strategic decision-making employed by international marketers to guide inter-and intra-firms activities Merrilees, 2007, Driscoll andPaliwoda 1997). Finally, demographic factors include types of activity, ownership styles, company's experience, and its size.…”

Section: Introductionmentioning

confidence: 99%

Causality Relationships between Main Branding Variables and International Marketing Strategy: Evidence from MNCs in GCC Market

Lotayif¹

2016

IJBM

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This research designed to figure out the sets of variables needed for designing an international marketing strategy (IMS) in GCC context. Therefore, the causality relationships between designing an IMS and brand orientation (BO), brand performance (BP), international financial performance (FP), international commitment (ICOM), brand repositioning (BR), congruence of marketing environment (CUE), controlling international branding activities (CIBA), and demographic factors (DF) were tested. The experiences of 156 senior executives, with international experience, working in GCC market have been utilized for that purpose. Via SPSS version twenty one and throughout multi-variant e.g. multiple regression, bi-variant e.g. correlation, and uni-variant e.g. descriptive analytical techniques, the research eight aims and hypotheses were tested. The study revealed that there are significant causality relationships between designing international marketing strategy (IMS) and study's demographics, brand orientation, financial performance, brand performance, international commitment, brand repositioning, congruence of marketing environment, and control of international branding activities. In branding context in GCC, the current study is a pioneer endeavor in this perspective. Research findings were seen as a pioneer endeavor outside the USA companies and markets that attracted most of international marketing scholars.

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Dimensionalizing international market entry mode choice

Cited by 44 publications

References 37 publications

Foreign Markets Entry Mode Decision for Italian Small and Medium-Sized Enterprises

Foreign Markets Entry Mode Decision for Italian Small and Medium-Sized Enterprises

The impact of entry modes on the organisational design of international hotel chains

Causality Relationships between Main Branding Variables and International Marketing Strategy: Evidence from MNCs in GCC Market

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