Dynamic and ambidextrous: international expansion of digital economy ventures from an emerging market

Abstract

PurposeThis study aims to explore the internationalization trajectory of emerging country digital economy ventures by specifically concentrating on how ambidexterity facilitates international market expansion. Further, this paper examines how these ventures develop dynamic capabilities by using their ambidextrous skills in the entrepreneurial ecosystem (EE).Design/methodology/approachThis study adopts a multiple-case research design where data were gathered from five digital economy ventures in Turkey, serving an international array of customers.FindingsThe analyses reveal that, to a large extent, internationalization is enabled by the extensive use of ambidextrous skills in the ecosystem domain. We found evidence for practicing exploration and exploitation while interacting with several ecosystem pillars grouped as founder-related, firm-related and business context-related factors. These interactions portray how ventures sense, seize and transform resources to support their international expansion.Originality/valueThis study extends the current literature on internationalization by discussing the role of ambidexterity as a dynamic capability. The findings also demonstrate the EE as a construct to explain international entrepreneurial activity. Further, the study extends the existing literature by considering the calls for research on dynamic capabilities of international new ventures (INVs). Finally, the findings point to several implications both for practitioners and policymakers.

Examining the marketing performance of the firms from an international dynamic marketing capability perspective: moderating role of marketing leadership team

“…Besides, there is no denying the fact organizations can achieve this if their leaders actively support their employees to execute these strategies in a sedulous manner (Lin et al, 2020). We have observed that researchers are interested in studying how international dynamic marketing capabilities (IDMCs) could improve international marketing performance (Garc ıa Ortiz et al, 2021;Reimann et al, 2022;Buyukbalci and Dulger, 2022). But there are no extensive studies that have thoroughly investigated that aspect and how the support of leadership could impact the international marketing performance through the improvement of IDMC (Morgan et al, 2018).…”