The ladder of internationalization modes: evidence from European firms

Békés, Gábor; Muraközy, Balázs

doi:10.1007/s10290-018-0305-9

Cited by 18 publications

(20 citation statements)

References 29 publications

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“…At the same time, panel d) shows that mixed exporters have higher unobservable productivity than indirect exporters, as well as (panel e) direct exporters versus indirect exporters. Therefore, we confirmed the conclusions of Muûls and Pisu (2009), Lu et al (2017), Wagner (2017), and Békés and Muraközy (2018), who proved that firms who trade are more productive than nonexporters and, among the former, those who choose to export directly exhibit higher productivity. Moving on the last panel, we did not find a significant difference between the distributions of TFP of mixed and direct exporters.…”

Section: Export Modes and Tfp Distributions: The Stochastic Dominance Testssupporting

confidence: 88%

Knowledge and Export Modes: Which Export Strategy Boosts Firms Knowledge Acquisition?

Cintio

2020

REA

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The aim of our research is to investigate whether the choice to export directly versus indirect export plays a role in the level of knowledge acquired by exporting firms. To the best of our knowledge, there is no empirical evidence in this stream of literature and our original contribution consists in considering the outcomes of learning-by-exporting in presence of export intermediaries. Thus, we study whether different export strategies may generate different unobservable productivity premia. In particular, we focused on 25 emerging Countries, and through a machine learning method, we evaluate how the level of knowledge acquired by firms would change if those who chose a specific strategy had instead chosen another one. Our results show that (1) the learning by exporting hypothesis is still valid when firms export indirectly; (2) direct exporters acquire more knowledge than indirect exporters; (3) under the same export strategy, Chinese exporters (direct and indirect) outperform other Asian exporters.

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Section: Export Modes and Tfp Distributions: The Stochastic Dominance Testssupporting

confidence: 88%

Knowledge and Export Modes: Which Export Strategy Boosts Firms Knowledge Acquisition?

Cintio

2020

REA

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“…The literature on the determinants of firms' international expansion is extensive but it generally focuses either on the market or on the mode of internationalization (e.g. Békés & Muraközy, 2016, 2018; Castellani & Zanfei, 2007; Herrmann & Datta, 2005; Nielsen & Nielsen, 2011). These relatively narrow perspectives do not allow to have a comprehensive view on the overall footprint of firms' international operations.…”

Section: Discussionmentioning

confidence: 99%

“…Other studies have focused on the role of firm‐specific assets in allowing the firm to overcome the complexity and risks associated with internationalization across modes and markets. These studies have focused on the role of innovation, productivity, intangible assets and IT (Békés & Muraközy, 2018; Castellani & Zanfei, 2007; Tan et al, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Research on the modes of internationalization has typically investigated the choice between export, FDI, and contractual modes (e.g. Békés & Muraközy, 2016, 2018; Castellani & Zanfei, 2007); the choice of the equity commitment in foreign market entry (e.g. Herrmann & Datta, 2005; Nielsen & Nielsen, 2011); or the establishment choice, usually M&As versus greenfield FDI (e.g.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Into the unknown: The extent and boldness of firms' international footprint

Békés

Benito

Castellani

et al. 2021

Global Strategy Journal

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Research Summary Firms make footprints as they internationalize. Going beyond simple measures of firms' internationalization, we conceptualize and measure the extent of a firm's international footprint as the number of location‐mode combinations it is active in, whereas the boldness of the footprint shows how widespread (across modes and locations) firms' international activities are, compared to other firms with similar extent. Extent describes the complexity of international activities, and boldness captures the risk‐taking associated with operating in less know contexts. Consistent with a microfoundations lens on global strategy, we find that boldness correlates with managerial risk‐taking attributes, while the extent of internationalization strongly correlates with capabilities conducive to managing more complex operations. These measures offer a highly suitable tool for analyzing the relationship between internationalization and performance. Managerial Summary Traditional ways of measuring firms' international footprints do not describe well what they do globally. We develop a more nuanced and sharper view of firms' international footprints and a new way of thinking about the roles of complexity and risk‐taking in internationalization; what we call the extent and the boldness of a footprint, respectively. The new measures are potentially particularly useful for analyzing the relationship between internationalization and performance, which is at the core of what strategy research may offer to managers and business decision‐makers. The new measures are a stepping‐stone toward a better and managerially relevant understanding of global strategy decisions.

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“…Among firm characteristics, studies demonstrate that trade was one of the vehicles for the transmission of the global 2008-2009 economic crisis (Claessens et al, 2012). One stream of the literature suggests that exporters were the more vulnerable to the consequences of the crisis, whereas importers and firms that outsourced part of their production were, to some extent, insulated from the crisis (Accetturo & Giunta, 2017;Altomonte et al, 2013;Békés et al, 2011). According to Wagner and Gelübcke (2014), the chance of survival of a firm during a crisis is 3 The year 2009 is indeed the year in which the effect of the crisis starts to be more evident in Europe, where the crisis arrived at the end of 2008.…”

Section: Internationalization In Times Of Crisismentioning

confidence: 99%

Innovation as a resilience strategy to economic crises for international food and drink firms

2022

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The 2008-2009 global economic downturn emphasized the role of demand contractions and the potential mediation role of trade on firms' performance in times of crisis. Evidence in anticyclical sectors such as the food industry is scarce. Using European firm-level data on the 2008-2009 crisis, we explore (i) whether the internal demand or market synchronism (external demand) prevailed when assessing their relation with the crisis and (ii) the role innovation strategies played in mitigating this in weathering the drop in demand. Results indicate that the more internationalized firms are, the more they suffer from economic crises, with exporters the most affected, but that innovation can have a mitigating role.

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The ladder of internationalization modes: evidence from European firms

Cited by 18 publications

References 29 publications

Knowledge and Export Modes: Which Export Strategy Boosts Firms Knowledge Acquisition?

Knowledge and Export Modes: Which Export Strategy Boosts Firms Knowledge Acquisition?

Into the unknown: The extent and boldness of firms' international footprint

Innovation as a resilience strategy to economic crises for international food and drink firms

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