The Experts below are selected from a list of 315828 Experts worldwide ranked by ideXlab platform
Zur Shapira - One of the best experts on this subject based on the ideXlab platform.
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Entering New Markets: The effect of performance feedback near aspiration and well below and above it
Strategic Management Journal, 2016Co-Authors: Ohad Ref, Zur ShapiraAbstract:Research summary: This study draws on the resource-based view and the behavioral theory of the firm to gain New insights about the effect of performance relative to aspiration level (i.e., performance feedback) on the decision to enter New Markets. Results show an inverted U-shaped relationship between performance both below and above aspiration level, and the probability of firms to enter New Markets. That is, when firms are well below or well above their aspiration level, they significantly change their behavior. This article develops a theoretical framework to clarify and organize these findings. Managerial summary: This study examines the effect of performance feedback, and particularly, large discrepancies between firm performance and aspiration level on the decision to enter New Markets. It provides support to the role of performance feedback in affecting the decision to enter New Markets, a factor that has received relatively little attention in the extensive literature that has examined the inducements of such moves. Results show that, as performance falls below or rises above aspiration, a firm's probability of entering New Markets increases up to a certain point after which this relationship decreases. This shows that the tendency to enter New Markets is different for firms that are in the neighborhood of aspiration level compared to those that are well below or above it. Copyright © 2016 John Wiley & Sons, Ltd.
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Entering New Markets: The Effect of Performance Feedback Near Aspiration and Well Below and Above it
2016Co-Authors: Ohad Ref, Zur ShapiraAbstract:Research summary: This study draws on the resource-based view and the behavioral theory of the firm to gain New insights about the effect of performance relative to aspiration level (i.e., performance feedback) on the decision to enter New Markets. Results show an inverted U-shaped relationship between performance both below and above aspiration level, and the probability of firms to enter New Markets. That is, when firms are well below or well above their aspiration level, they significantly change their behavior. This article develops a theoretical framework to clarify and organize these findings. Managerial summary: This study examines the effect of performance feedback, and particularly, large discrepancies between firm performance and aspiration level on the decision to enter New Markets. It provides support to the role of performance feedback in affecting the decision to enter New Markets, a factor that has received relatively little attention in the extensive literature that has examined the inducements of such moves. Results show that, as performance falls below or rises above aspiration, a firm’s probability of entering New Markets increases up to a certain point after which this relationship decreases. This shows that the tendency to enter New Markets is different for firms that are in the neighborhood of aspiration level compared to those that are well below or above it.
Ohad Ref - One of the best experts on this subject based on the ideXlab platform.
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Entering New Markets: The effect of performance feedback near aspiration and well below and above it
Strategic Management Journal, 2016Co-Authors: Ohad Ref, Zur ShapiraAbstract:Research summary: This study draws on the resource-based view and the behavioral theory of the firm to gain New insights about the effect of performance relative to aspiration level (i.e., performance feedback) on the decision to enter New Markets. Results show an inverted U-shaped relationship between performance both below and above aspiration level, and the probability of firms to enter New Markets. That is, when firms are well below or well above their aspiration level, they significantly change their behavior. This article develops a theoretical framework to clarify and organize these findings. Managerial summary: This study examines the effect of performance feedback, and particularly, large discrepancies between firm performance and aspiration level on the decision to enter New Markets. It provides support to the role of performance feedback in affecting the decision to enter New Markets, a factor that has received relatively little attention in the extensive literature that has examined the inducements of such moves. Results show that, as performance falls below or rises above aspiration, a firm's probability of entering New Markets increases up to a certain point after which this relationship decreases. This shows that the tendency to enter New Markets is different for firms that are in the neighborhood of aspiration level compared to those that are well below or above it. Copyright © 2016 John Wiley & Sons, Ltd.
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Entering New Markets: The Effect of Performance Feedback Near Aspiration and Well Below and Above it
2016Co-Authors: Ohad Ref, Zur ShapiraAbstract:Research summary: This study draws on the resource-based view and the behavioral theory of the firm to gain New insights about the effect of performance relative to aspiration level (i.e., performance feedback) on the decision to enter New Markets. Results show an inverted U-shaped relationship between performance both below and above aspiration level, and the probability of firms to enter New Markets. That is, when firms are well below or well above their aspiration level, they significantly change their behavior. This article develops a theoretical framework to clarify and organize these findings. Managerial summary: This study examines the effect of performance feedback, and particularly, large discrepancies between firm performance and aspiration level on the decision to enter New Markets. It provides support to the role of performance feedback in affecting the decision to enter New Markets, a factor that has received relatively little attention in the extensive literature that has examined the inducements of such moves. Results show that, as performance falls below or rises above aspiration, a firm’s probability of entering New Markets increases up to a certain point after which this relationship decreases. This shows that the tendency to enter New Markets is different for firms that are in the neighborhood of aspiration level compared to those that are well below or above it.
Timothy B. Folta - One of the best experts on this subject based on the ideXlab platform.
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Option value and entry timing
Strategic Management Journal, 2002Co-Authors: Kent D. Miller, Timothy B. FoltaAbstract:When facing uncertainty, firms entering New Markets can make initial foothold investments rather than undertake large sunk investments. Such investments are real call option purchases. They offer management flexibility, but also raise questions about whether and when to increase commitments to New Markets. We present an entry timing decision criterion and discuss its application to a variety of market entry situations. Optimal timing for exercising real options depends on current dividends, possibilities for preemption, and whether the option is simple or compound, proprietary or shared. Our analysis reveals critical assumptions and New theoretical insights regarding market entry timing. Copyright © 2002 John Wiley & Sons, Ltd.
Gabrielsson Mika - One of the best experts on this subject based on the ideXlab platform.
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The Internationalization of B2B Digital Platform Providers : The Role of Cross-National Distance and Digital Characteristics
University of Hawai'i at Manoa, 2020Co-Authors: Ojala Arto, Rollins Minna, Fraccastoro Sara, Gabrielsson MikaAbstract:Digitalization offers New opportunities and changes how firms can explore and enter New Markets. Current literature has deepened our understanding of the internationalization process of digital-based firms, but it provides very little guidance on how the specific characteristics of digital artifacts enable and accelerate internationalization or of the role of crossnational distance and cultural difference. We use a longitudinal single-case approach to explore how a Business-to-Business (B2B) platform provider internationalized its operations from inception. The case study illustrates that the ongoing development of the digital service and the integration with New devices played an important role in the firm’s internationalization and expansion into New Markets. We also observed that cross-cultural distance and cultural differences played an unexpected role. Finally, we propose avenues for future research.peerReviewe
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The Internationalization of B2B Digital Platform Providers: The Role of Cross-National Distance and Digital Characteristics
AIS Electronic Library (AISeL), 2020Co-Authors: Ojala Arto, Rollins Minna, Fraccastoro Sara, Gabrielsson MikaAbstract:Digitalization offers New opportunities and changes how firms can explore and enter New Markets. Current literature has deepened our understanding of the internationalization process of the digital-based firms, but it provides very little guidance on how the specific characteristics of digital artifacts enable and accelerate internationalization and how the cross-national distance and cultural difference may play a role. We use a longitudinal single case approach to explore how a Business-to-Business (B2B) platform provider internationalized its operations from the inception. The case study illustrates that the ongoing development of the digital service and the integration with New devices played an important role in the firm’s internationalization and expansion into New Markets. We also observed that cross-cultural distance and cultural differences played an unexpected role. Last, we propose avenues for future research
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The Internationalization of B2B Digital Platform Providers: The Role of Cross-National Distance and Digital Characteristics
University of Hawai'i at Manoa, 2020Co-Authors: Ojala Arto, Rollins Minna, Fraccastoro Sara, Gabrielsson MikaAbstract:Digitalization offers New opportunities and changes how firms can explore and enter New Markets. Current literature has deepened our understanding of the internationalization process of the digital-based firms, but it provides very little guidance on how the specific characteristics of digital artifacts enable and accelerate internationalization and how the cross-national distance and cultural difference may play a role. We use a longitudinal single case approach to explore how a Business-to-Business (B2B) platform provider internationalized its operations from the inception. The case study illustrates that the ongoing development of the digital service and the integration with New devices played an important role in the firm’s internationalization and expansion into New Markets. We also observed that cross-cultural distance and cultural differences played an unexpected role. Last, we propose avenues for future research.published versionpeerReviewe
Ian C. Macmillan - One of the best experts on this subject based on the ideXlab platform.
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Business Models: Creating New Markets and Societal Wealth
Long Range Planning, 2010Co-Authors: James D. Thompson, Ian C. MacmillanAbstract:This thought piece proposes a framework for addressing the challenges of poverty and human suffering so widespread around the world. Based on the WSWP action research program, we suggest that visionary businesses can play a role in creating New business models that open up New Markets, and simultaneously attend to societal wealth improvements. This framework should be of great interest to global firms intent on creating New Markets for their own futures. One of the critical problems managers face in opening up New Markets is to maintain fiduciary responsibility in the face of little, if any, market information. We consider such environments to be characterized by significantly high – or near-Knightian – uncertainty, and propose a framework for designing business models that simultaneously attend to the planning and project evaluation concerns of such firms, as well as the societal needs of the activity's proposed beneficiaries.
