Linking knowledge, entry timing and internationalization strategy

The Effects of the Degree of Internationalization on Export Performance: A Research on Exporters in Turkey

“…BERJ (8) 3 2017 The three-group conceptualization of the present study could be supported by the assumption of knowledge creation (Brennan and Garvey, 2009) in the context of corporate behavior in the internationalization process model (Forsgren, 2002). If the identified human, sales and country dimensions are considered as a resource for exports or as a predecessor of internationalization, this resource and predecessor could be considered to support the international growth of these companies (Tuppura et al, 2008). The examination of the degree of internationalization in this context also supports the holistic approach of the company to address its import-export activities (Fletcher, 2001).…”

“…The issue of internationalization was particularly addressed by several studies in the context of internationalization models (Fletcher, 2001;Forsgren, 2002;Jansson and Sandberg, 2008;Tuppura et al, 2008;Brennan and Garvey, 2009;Erdil, 2012), the barriers against internationalization (Bauerschmidt et al, 1985;O'Grady and Lane, 1996;Acs et al, 1997;Karagozoglu and Lindell, 1998) and internationalizationperformance relationship (Dean et al, 2000;Contractor, 2007;Pangarkar, 2008;Papadopoulos and Martin, The main assumption of the internationalization process for companies is to capture opportunities for profitability in foreign markets as well as saturation in the domestic markets. When internationalization models are examined, it could be observed that the internationalization process is gradual starting from the domestic market and exports (Cavusgil, 1980).…”

As capacidades dinâmicas para a inovação e os padrões de internacionalização de empresas de base tecnológica: um estudo de casos múltiplos com PMEs brasileiras

“…The decision criteria to define the internationalization pattern are the chosen international operational mode, the number of countries and the location of countries where SMEs operate, the international sales intensity and the entry timing, or the time lag from the enterprise's foundation year to the enterprise's commencement year in outward commercial activities (Bell, McNaughton, Young, & Crick, 2003;Olejnik & Swoboda, 2012;Oviatt & McDougall, 1994;Tuppura, Saarenketo, Puumalainen, Jantunen, & Kylaeheiko, 2008). Thus, there are distinctive parameters that explain the SMEs' internationalization patterns.…”

“…On the other hand, the internationalization process is the internationalization trajectory of the firm, from its beginning until nowadays. In this sense, the four internationalization patterns present distinctive decision criteria that encompass the firm's strategies (Bell et al, 2003;Olejnik & Swoboda, 2012;Oviatt & McDougall, 1994;Tuppura et al, 2008). The internationalization process, in turn, aims to explain how the firm structures its foreign commercial activities, considering the international operation mode and the progression of this market expansion.…”

“…The Uppsala Model affirms that there is a progressive development of the firm's commercial activities in international markets, along the "establishment chain", which begins with no regular export activities to evolve to export via independent representatives/agents, sales subsidiary and production/manufacturing (Johanson & Wiedersheim-Paul, 1975, p. 307). Besides these international operation modes, there are others which also may evolve from exporting, such as international alliances, non-equity alliances, joint venture, global sourcing, sales subsidiary and the FDI (Grandinetti & Mason, 2012;Olejnik & Swoboda, 2012;Sass, 2012;Singh, Pathak, & Naz, 2010;Testa, 2011;Tuppura, Saarenketo, Puumalainen, Jantunen, & Kylaeheiko, 2008).…”