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- Azar, Goudarz, et al.
(författare)
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Psychic Distance, Innovation, and Firm Performance
- 2014
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Ingår i: Management International Review. - : Springer Science and Business Media LLC. - 0938-8249 .- 1861-8901. ; 54:5, s. 581-613
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Tidskriftsartikel (refereegranskat)abstract
- Previous research suggests that internationalization improves a firm's ability to innovate, but the effect of internationalizing into specific target markets or destinations on the innovation ability of firms has not been fully investigated. This study examined whether the psychic distance between target market and home market affects firms' propensity to innovate. The starting assumption was that perception of a high degree of differences and subsequent environmental uncertainty when expanding into psychically distant markets triggers strategies for interacting and integrating with the market environment. These include producing and adopting innovations to processes and products and to organizational strategy, structure, and administrative procedures to cope with the new environment and overcome uncertainties. These innovations and the associated competitive advantages can improve firm performance. Hypotheses regarding the relationships between psychic distance, innovation, and firm performance were tested here by structural equation modeling using data from 186 export ventures into 23 international markets by Swedish companies. The results indicate that the link between psychic distance and firm performance is mediated by innovation.
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| 2. |
- Barkema, Harry G, et al.
(författare)
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Internationalising in small, incremental or larger steps?
- 2007
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Ingår i: Journal of International Business Studies. - Basingstoke : Palgrave Macmillan. - 0047-2506 .- 1478-6990. ; 38:7, s. 1132-1148
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Forskningsöversikt (refereegranskat)abstract
- We argue that companies may enter foreign environments either incrementally, as suggested by long-established theory, or by taking larger steps that may result in lower initial performance but, through learning and experience, lead to increased performance in future expansions. This idea is corroborated by the experience of Dutch companies entering into Central and Eastern Europe. We also find that expansion steps may be too large, thereby limiting the exploration of foreign environments. Our study suggests that sequential internationalisation strategies do still matter, and that companies have to balance exploitation and exploration in internationalisation.
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| 3. |
- Blankenburg Holm, Desirée, Docent, 1962-, et al.
(författare)
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An attention-based view on managing information processing channels in organizations
- 2020
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Ingår i: Scandinavian Journal of Management. - Oxford : Elsevier Ltd. - 0956-5221 .- 1873-3387. ; 36:2
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Tidskriftsartikel (refereegranskat)abstract
- This paper investigates how information processing channels can be managed such that relevant and novel information about the environment is gathered despite attention biases of top managers and challenges to maintain motivation levels of information providers. We argue that organizations need open and transparent information processing channels, which make top managers accountable. Furthermore, middle managers dedicated to managing these channels who act as a bridge between the information providers and the top managers help to reduce the information overload for top managers. This increases the likelihood that top managers will take appropriate action on the information provided and give suitable feedback to the senders. Lastly, these actions will only be beneficial when they are aligned with company strategy and values.
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| 10. |
- Blankenburg Holm, Desirée, 1962-, et al.
(författare)
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Foreign Market Entry – Exploring and Exploiting Opportunities.
- 2012. - 3
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Ingår i: Wiley Encyclopedia of Management, 3rd Edition: Volume International Management. - John Wiley & Sons : John Wiley & Sons.
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Bokkapitel (refereegranskat)abstract
- We examine the dynamic of exploitation and exploration in international networks for companies that enter new foreign markets. While exploitation is related to experiential learning in closed networks and incremental internationalization, exploration refers to disruptive learning in open networks and more risky international expansion. We illustrate exploitation and exploration in foreign market entry with a case description and conclude that the dynamic between these processes is in-built in market entry and the related changes of network structure.
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