The Experts below are selected from a list of 212808 Experts worldwide ranked by ideXlab platform
Paul D. Ellis - One of the best experts on this subject based on the ideXlab platform.
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Social Ties and Foreign Market Entry
Journal of International Business Studies, 2000Co-Authors: Paul D. EllisAbstract:The social dynamics which precede international exchange are considered in light of data collected on 133 Foreign Market entries from a sample of highly-internationalized manufacturing firms. Consistent with research done in the social network field, the findings support the hypothesis that knowledge of Foreign Market opportunities is commonly acquired via existing inter-personal links rather than collected systematically via Market research. This study thus contributes towards an understanding of those antecedent conditions that lead to the formation of export exchange relationships.
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social ties and Foreign Market entry
Journal of International Business Studies, 2000Co-Authors: Paul D. EllisAbstract:The social dynamics which precede international exchange are considered in light of data collected on 133 Foreign Market entries from a sample of highly-internationalized manufacturing firms. Consistent with research done in the social network field, the findings support the hypothesis that knowledge of Foreign Market opportunities is commonly acquired via existing inter-personal links rather than collected systematically via Market research. This study thus contributes towards an understanding of those antecedent conditions that lead to the formation of export exchange relationships.© 2000 JIBS. Journal of International Business Studies (2000) 31, 443–469
Deepak K. Datta - One of the best experts on this subject based on the ideXlab platform.
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Do International Networks and Foreign Market Knowledge Facilitate SME Internationalization? Evidence From the Czech Republic
Entrepreneurship Theory and Practice, 2013Co-Authors: Martina Musteen, Deepak K. Datta, Marcus M. ButtsAbstract:In this study we draw on the social network and international entrepreneurship literatures to examine the role of structural and relational embeddedness of international networks in firm internationalization. Based on a sample of 169 small- and medium-sized enterprises in the Czech Republic, we found that firms with chief executive officers who had developed strong and diverse international networks exhibited greater knowledge of Foreign Markets prior to internationalization. However, contrary to our expectations, no relationship was found between network density and such knowledge. In addition, our findings indicate that Foreign Market knowledge prior to the first international venture had a positive impact on venture performance.
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STRATEGIC ORIENTATION AND THE CHOICE OF Foreign Market ENTRY MODE AN EMPIRICAL EXAMINATION
Management International Review, 2009Co-Authors: Xin Liang, Martina Musteen, Deepak K. DattaAbstract:Drawing on the transaction costs, strategic capability and the strategic cognition perspectives, our study seeks to examine whether and how firms’ strategic orientations at the business level influence the entry mode choices that firms make in accessing Foreign Markets. The study uses a sample of 332 Foreign Market entries made by 62 U.S. based firms over a period of 6 years to test hypotheses linking firm business level strategy to the choice of Foreign entry modes. Findings indicate that Prospectors are more likely to choose equity-based Foreign Market entry modes than Defenders. In addition, Prospectors favor full-ownership entry modes, namely, greenfield investments and full acquisitions, over shared-ownership modes such as joint ventures and partial acquisitions.
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Strategic Orientation and the Choice of Foreign Market Entry Mode
Management International Review, 2009Co-Authors: Deepak K. Datta, Xin Liang, Martina MusteenAbstract:Drawing on the transaction costs, strategic capability and the strategic cognition perspectives, our study seeks to examine whether and how firms’ strategic orientations at the business level influence the entry mode choices that firms make in accessing Foreign Markets. The study uses a sample of 332 Foreign Market entries made by 62 U.S. based firms over a period of 6 years to test hypotheses linking firm business level strategy to the choice of Foreign entry modes. Findings indicate that Prospectors are more likely to choose equity-based Foreign Market entry modes than Defenders. In addition, Prospectors favor full-ownership entry modes, namely, greenfield investments and full acquisitions, over shared-ownership modes such as joint ventures and partial acquisitions.
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Ownership structure and CEO compensation: Implications for the choice of Foreign Market entry modes
Journal of International Business Studies, 2009Co-Authors: Martina Musteen, Deepak K. Datta, Pol HerrmannAbstract:Drawing on agency theory, corporate governance, and international business literatures, we develop arguments relating equity ownership structures and CEO compensation mix to a firm's choice of Foreign Market entry modes. Based on a sample of 432 Foreign Market entries by 118 non-diversified firms in the US manufacturing sector between 1991 and 1998, our findings indicate that greater equity ownership by institutional shareholders and inside directors is positively associated with a preference for full-control entry modes. In addition, our results suggest that CEOs with a greater proportion of pay tied to firm long-term performance are more inclined to choose full-control entry modes over shared-control modes.
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ceo successor characteristics and the choice of Foreign Market entry mode an empirical study
Journal of International Business Studies, 2002Co-Authors: Pol Herrmann, Deepak K. DattaAbstract:Based on the upper echelons theory, this study of 126 CEO successions and 271 Foreign Market entry events examines the relationships between successor CEO characteristics and choice of entry mode. Results indicate that CEO position tenure, throughput functional background, and international experience are associated with full-control entry modes. Additionally, these relationships were observed in the subgroup of high-performing firms but not in the low-performing subgroup.© 2002 JIBS. Journal of International Business Studies (2002) 33, 551–569
Martina Musteen - One of the best experts on this subject based on the ideXlab platform.
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Do International Networks and Foreign Market Knowledge Facilitate SME Internationalization? Evidence From the Czech Republic
Entrepreneurship Theory and Practice, 2013Co-Authors: Martina Musteen, Deepak K. Datta, Marcus M. ButtsAbstract:In this study we draw on the social network and international entrepreneurship literatures to examine the role of structural and relational embeddedness of international networks in firm internationalization. Based on a sample of 169 small- and medium-sized enterprises in the Czech Republic, we found that firms with chief executive officers who had developed strong and diverse international networks exhibited greater knowledge of Foreign Markets prior to internationalization. However, contrary to our expectations, no relationship was found between network density and such knowledge. In addition, our findings indicate that Foreign Market knowledge prior to the first international venture had a positive impact on venture performance.
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STRATEGIC ORIENTATION AND THE CHOICE OF Foreign Market ENTRY MODE AN EMPIRICAL EXAMINATION
Management International Review, 2009Co-Authors: Xin Liang, Martina Musteen, Deepak K. DattaAbstract:Drawing on the transaction costs, strategic capability and the strategic cognition perspectives, our study seeks to examine whether and how firms’ strategic orientations at the business level influence the entry mode choices that firms make in accessing Foreign Markets. The study uses a sample of 332 Foreign Market entries made by 62 U.S. based firms over a period of 6 years to test hypotheses linking firm business level strategy to the choice of Foreign entry modes. Findings indicate that Prospectors are more likely to choose equity-based Foreign Market entry modes than Defenders. In addition, Prospectors favor full-ownership entry modes, namely, greenfield investments and full acquisitions, over shared-ownership modes such as joint ventures and partial acquisitions.
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Strategic Orientation and the Choice of Foreign Market Entry Mode
Management International Review, 2009Co-Authors: Deepak K. Datta, Xin Liang, Martina MusteenAbstract:Drawing on the transaction costs, strategic capability and the strategic cognition perspectives, our study seeks to examine whether and how firms’ strategic orientations at the business level influence the entry mode choices that firms make in accessing Foreign Markets. The study uses a sample of 332 Foreign Market entries made by 62 U.S. based firms over a period of 6 years to test hypotheses linking firm business level strategy to the choice of Foreign entry modes. Findings indicate that Prospectors are more likely to choose equity-based Foreign Market entry modes than Defenders. In addition, Prospectors favor full-ownership entry modes, namely, greenfield investments and full acquisitions, over shared-ownership modes such as joint ventures and partial acquisitions.
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Ownership structure and CEO compensation: Implications for the choice of Foreign Market entry modes
Journal of International Business Studies, 2009Co-Authors: Martina Musteen, Deepak K. Datta, Pol HerrmannAbstract:Drawing on agency theory, corporate governance, and international business literatures, we develop arguments relating equity ownership structures and CEO compensation mix to a firm's choice of Foreign Market entry modes. Based on a sample of 432 Foreign Market entries by 118 non-diversified firms in the US manufacturing sector between 1991 and 1998, our findings indicate that greater equity ownership by institutional shareholders and inside directors is positively associated with a preference for full-control entry modes. In addition, our results suggest that CEOs with a greater proportion of pay tied to firm long-term performance are more inclined to choose full-control entry modes over shared-control modes.
Marcelo Gattermann Perin - One of the best experts on this subject based on the ideXlab platform.
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The Impact of Entrepreneurial Orientation on Foreign Market Entry: the Roles of Marketing Program Adaptation, Cultural Distance, and Unanticipated Events
Journal of International Entrepreneurship, 2019Co-Authors: William E. Baker, Amir Grinstein, Marcelo Gattermann PerinAbstract:Scholars assert that firms with a strong entrepreneurial orientation (EO) should enjoy an advantage in Foreign Market entry. However, extant theory, particularly the dominant logic and adaptation frameworks, as well as supporting empirical research outside the domain of Foreign Market entry, suggests that the positive impact of a strong EO on Foreign Market entry is likely to be situational. Per the dynamic capabilities perspective, the authors first propose that Marketing program adaptation (MPA) is a mediator of the EO-Foreign Market entry relationship. They further propose two moderators of the EO-MPA relationship, both of which are related to Foreign Market uncertainty: cultural distance (which increases uncertainty but is known prior to entry) and unanticipated events (which increases uncertainty but by definition are not known prior to entry). A study of 245 US MNCs supports the thesis that MPA is strongly related to Foreign Market entry success and that EO is an important contributor to Foreign entry success when cultural distance is high and unanticipated events occur during launch but is less relevant in the opposite scenarios. There are important implications for firms entering Foreign Markets.
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The Impact of Entrepreneurial Orientation on Foreign Market Entry: the Roles of Marketing Program Adaptation, Cultural Distance, and Unanticipated Events
Journal of International Entrepreneurship, 2019Co-Authors: William E. Baker, Amir Grinstein, Marcelo Gattermann PerinAbstract:Los académicos sostienen que las empresas con una fuerte orientación emprendedora (EO) deberían disfrutar de una ventaja en la entrada en mercados exteriores. Sin embargo, la teoría, en particular la lógica dominante y los marcos conceptuales de adaptación, así como el apoyo a la investigación empírica fuera del ámbito de la entrada en mercados exteriores, sugiere que es probable que el impacto positivo de una fuerte EO en la entrada en mercados exteriores sea circunstancial. Desde la perspectiva de capacidades dinámicas, los autores proponen que la adaptación de los programas de Marketing (MPA) es una variable mediadora de la relación entre EO y entrada en mercados exteriores. Además, proponen dos moderadores de la relación entre EO y MPA, ambos relacionados con la incertidumbre del mercado exterior: la distancia cultural (que aumenta la incertidumbre, pero se conoce antes de la entrada) y los acontecimientos imprevistos (que aumentan la incertidumbre, pero que por definición no se conocen antes de la entrada). Un estudio de 245 multinacionales estadounidenses respalda la tesis de que la MPA está fuertemente relacionada con el éxito de la entrada en mercados exteriores y que la EO es un factor importante para el éxito de la entrada en el extranjero cuando la distancia cultural es alta y ocurren acontecimientos imprevistos durante el lanzamiento, pero es menos relevante en los escenarios opuestos. Los resultados del trabajo tienen implicaciones importantes para las empresas que ingresan en mercados exteriores. Scholars assert that firms with a strong entrepreneurial orientation (EO) should enjoy an advantage in Foreign Market entry. However, extant theory, particularly the dominant logic and adaptation frameworks, as well as supporting empirical research outside the domain of Foreign Market entry, suggests that the positive impact of a strong EO on Foreign Market entry is likely to be situational. Per the dynamic capabilities perspective, the authors first propose that Marketing program adaptation (MPA) is a mediator of the EO-Foreign Market entry relationship. They further propose two moderators of the EO-MPA relationship, both of which are related to Foreign Market uncertainty: cultural distance (which increases uncertainty but is known prior to entry) and unanticipated events (which increases uncertainty but by definition are not known prior to entry). A study of 245 US MNCs supports the thesis that MPA is strongly related to Foreign Market entry success and that EO is an important contributor to Foreign entry success when cultural distance is high and unanticipated events occur during launch but is less relevant in the opposite scenarios. There are important implications for firms entering Foreign Markets.
Takehiko Isobe - One of the best experts on this subject based on the ideXlab platform.
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Interdependent behavior in Foreign direct investment: the multi-level effects of prior entry and prior exit on Foreign Market entry
Journal of International Business Studies, 2006Co-Authors: Christine M Chan, Shige Makino, Takehiko IsobeAbstract:This paper examines the interdependent Foreign Market entry decisions of multinational corporations (MNCs). Based on the argument that legitimacy and competition are two important forces in Foreign Market entry decisions, we hypothesize that an MNC's Market entry decisions are influenced by its own prior entry and prior exit decisions and those of other MNCs. We examine this general proposition at four levels of analysis: the host country, global industry (an industry that spans host countries), local industry (an industry that is separately defined within each host country), and parent firm level. Our analysis of a panel data of over 4000 Market entry decisions that were made by Japanese MNCs shows that an MNC's Market entry decision has a stronger inverted U-shaped relationship with the prior entry and exit decisions of other MNCs at the local industry level than the prior entry and exit decisions of other MNCs at the host country and global industry levels. We also find that both the prior entry and prior exit decisions of an MNC have a marginal influence on its own subsequent Market entry decisions at the parent firm level.
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interdependent behavior in Foreign direct investment the multi level effects of prior entry and prior exit on Foreign Market entry
Journal of International Business Studies, 2006Co-Authors: Christine M Chan, Shige Makino, Takehiko IsobeAbstract:This paper examines the interdependent Foreign Market entry decisions of multinational corporations (MNCs). Based on the argument that legitimacy and competition are two important forces in Foreign Market entry decisions, we hypothesize that an MNC's Market entry decisions are influenced by its own prior entry and prior exit decisions and those of other MNCs. We examine this general proposition at four levels of analysis: the host country, global industry (an industry that spans host countries), local industry (an industry that is separately defined within each host country), and parent firm level. Our analysis of a panel data of over 4000 Market entry decisions that were made by Japanese MNCs shows that an MNC's Market entry decision has a stronger inverted U-shaped relationship with the prior entry and exit decisions of other MNCs at the local industry level than the prior entry and exit decisions of other MNCs at the host country and global industry levels. We also find that both the prior entry and prior exit decisions of an MNC have a marginal influence on its own subsequent Market entry decisions at the parent firm level. Journal of International Business Studies (2006) 37, 642–665. doi:10.1057/palgrave.jibs.8400216
