Sequencing the expansion of geographic scope and foreign operations by “born global” firms

Hashai, Niron

doi:10.1057/jibs.2011.31

Cited by 153 publications

(150 citation statements)

References 67 publications

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“…Although this finding goes against one of tenets of process-oriented models of internationalization (Johanson & Vahlne, 1977), it is line with research on firms that pursue accelerated internationalization such as bornglobal firms and firms from emerging economies (Mathews & Zander, 2007). Unintentionally, this result can also be viewed as a preliminary response to Hashai's (2011Hashai's ( , p. 1011 call to "explore whether at some level of foreign experience, born global firms become able to combine simultaneously expansions".…”

Section: Discussionsupporting

confidence: 63%

“…First, we contribute to the literature on born-global firms to the extent that we show how this type of firm evolves from the outset. As Coviello (2006) and more recently Hashai (2011) and Chandra, Styles and Wilkinson (2012) point out, this literature concentrates on born-global firms' first steps and, as a result, has little to say about their evolution. Second, we contribute to the literature on the internationalization of firms from emerging countries (Jormanainen & Koveshnikov, 2012) as we reveal that this type of firm pursues accelerated internationalization by simultaneously triggering interdependent international trajectories.…”

Section: Resultsmentioning

confidence: 99%

“…In fact, there is a great array of modal shifts such as change between modes, within mode-change and mode role change that can be sequentially ordered in unnumbered ways (Benito et al, 2009). That is to say, multiple routes or paths are acknowledged (Hashai, 2011;Wang & Suh, 2009). As Lamb, Sandberg and Liesh (2011) suggest, the future is open; accordingly, it is difficult, even impossible, to indicate pre-determined routes or paths in the internationalization of the firm.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Interdependence Across a Firm's International Trajectories

Limp¹,

Rezende

Versiani

2016

Rev. adm. contemp.

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ResumoNeste artigo analisamos a extensão com que a internacionalização da firma como um todo pode ser explicada pela interdependência entre as distintas trajetórias internacionais que compõem esse processo. Para tanto, elaboramos um estudo de caso qualitativo e de perspectiva longitudinal de uma firma de tecnologia de informação brasileira do tipo born-global, por meio da construção de suas quatro trajetórias internacionais. Os nossos resultados indicam que a internacionalização da firma é resultado das quatro trajetórias internacionais interdependentes que evoluíram em quatro países distintos. Além disso, ressaltamos o relacionamento da firma com clientes internacionais como a força motriz da interdependência dessas trajetórias internacionais. Com base nesses resultados, propomos que a internacionalização da firma como um todo não é necessariamente a soma de trajetórias internacionais independentes. Pelo contrário, existem interdependências entre as trajetórias internacionais da firma que moldam sua internacionalização.Palavras-chave: interdependência; trajetória internacional; internacionalização. AbstractWe examine the extent to which the internationalization of the firm as a whole can be explained by the interdependence across its distinct international trajectories. To do so, we built a qualitative, backward-looking longitudinal case of the internationalization of a Brazilian born-global IT firm by tracing its four international trajectories from the outset. Our results indicate that the internationalization of the firm is the result of four interdependent international trajectories that evolved in four distinct countries. It addition, we highlight the relationships of the firm with international customers as the driving force behind the interdependence across these international trajectories. Based on these findings, we propose that the internationalization process of the firm as a whole is not necessarily the outcome of the sum of independent international trajectories. Rather, there are interdependences across the firm's international trajectories that shape the overall internationalization of the firm.

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Section: Discussionsupporting

confidence: 63%

Section: Resultsmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

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Interdependence Across a Firm's International Trajectories

Limp¹,

Rezende

Versiani

2016

Rev. adm. contemp.

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“…The second is the scope of internationalization. This refers to the number of markets that SMEs choose to enter, it denotes the international geographic reach of a firm's business (Hashai, 2011;Lu & Beamish, 2001). By operating in many different markets, firms can learn from diverse circumstances and environments, and leverage this experience in new markets to aid international performance (Hilmersson, 2013).…”

Section: Internationalization and Family Businessesmentioning

confidence: 99%

“…The remaining 420 questionnaires were used in the statistical analysis. Earlier studies (Okoroafo, 1999;Child, Hong, & Wong, 2002;Erdener & Shapiro, 2005;Olivares-Mesa & Cabrera-Suárez, 2006;Kontinen & Ojala, 2012a;Graves & Thomas, 2008;Claver, Rienda, & Quer, 2007;2010b, Muñoz-Bullón & Sánchez-Bueno, 2012Muñoz-Bullón & Sanchez-Bueno;2011;Lin, 2012) indicate that a decision on the internationalization nature in family owned comapnies is determined by a number of factors related to the business, the competitive position of the company (Gallo & Sveen, 1991;Yeung, 2000;Tsang, 2001Tsang, , 2002Zahra, 2003;Sciascia, Mazzola, Astrachan, & Pieper, 2012a, 2012bFernández & Nieto, 2006;Carr & Bateman, 2009;Donckels & Fröhlich, 1991;Kim, Kandemir, & Cavusgil;2004) and very strongly depends on family related features (Menendez-Requejo, 2005;Graves & Thomas 2006;Claver, Rienda, & Quer, 2009;Davis & Harveston, 2000;Byrom & Lehman, 2009;Calabrò, Mussolino, & Huse, 2009). To meet the aim of the article, first the internationalization in context of family businesses is discussed.…”

Section: Introductionmentioning

confidence: 99%

Family Entrepreneurship Orientation in Family Owned SMEs: A Key Resource for Internationalization?

Hadryś-Nowak¹

2018

EBER

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The Mutual Impact of Global Strategy and Organizational Learning: Current Themes and Future Directions

Hotho

Lyles

Easterby‐Smith

2015

Global Strategy Journal

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Abstract. Despite the interest in issues of knowing and learning in the global strategy field, there has been limited mutual engagement and interaction between the fields of global strategy and organizational learning. The purpose of our article is to reflect on and articulate how the mutual exchange of ideas between both fields can be encouraged. To this end, we first conduct a review of the intersection of the fields of global strategy and organizational learning. We then present two recommendations regarding how the interaction between the two fields can be enhanced. Our first recommendation is for global strategy research to adopt a broader notion of organizational learning. Our second recommendation is for global strategy research to capitalize on its attention to context in order to inform and enhance organizational learning theory. We discuss the use of context in a number of common research designs, and highlight how the scope for theoretical contributions back to organizational learning varies with the research design that is adopted.

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Sequencing the expansion of geographic scope and foreign operations by “born global” firms

Cited by 153 publications

References 67 publications

Interdependence Across a Firm's International Trajectories

Interdependence Across a Firm's International Trajectories

Family Entrepreneurship Orientation in Family Owned SMEs: A Key Resource for Internationalization?

The Mutual Impact of Global Strategy and Organizational Learning: Current Themes and Future Directions

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