The resource dynamics of international new venture networks

2007 ◽  
Vol 4 (2-3) ◽  
pp. 113-132 ◽  
Author(s):  
Nicole E. Coviello ◽  
Martin P. Cox
Keyword(s):  
New Venture ◽  
International New Venture ◽  
Resource Dynamics

scholarly journals Dynamic networks in early international agrobusiness

2019 ◽  
Vol 17 (3) ◽  
pp. 639-655
Author(s):  
CHRISTIAM MENDEZ LAZARTE
Keyword(s):  
Dynamic Networks ◽  
New Venture ◽  
Born Global ◽  
International New Venture

Resumen La presente investigación se orienta a comprender los beneficios que generan las redes según su origen en el proceso de internacionalización acelerado de los emprendimientos. Se tomó como referencia el surgimiento de Born Global, International New Venture (INV) y el enfoque de Networking. Se aplicó un método inductivo e interpretativo mediante la técnica de entrevistas en profundidad, triangulada con información pública disponible. Se seleccionó dos empresas con orientación a los mercados internacionales, desde sus primeros años de creación. Se analizaron los transcripciones mediante matrices, que se interrelacionaron con los constructos identificados en los entrevistados. El análisis permitió la elaboración de una cronología de los casos para luego identificar a las redes por origen, beneficios y estrategias que se relacionan con el modelo de internacionalización acelerado. Los resultados mostraron una tipología diversa de redes por origen: familiares, experiencia de trabajo previa, académicas (pre-grado y post-grado), eventos, institucionales (públicos y privados) y socios, que promueven el proceso de internacionalización acelerado con: contactos, soporte emocional, conocimiento (lecciones, experiencias, entre otros), recursos (monetario y no monetario), confirmación de equipos y contactos (más redes), en los factores del modelo de Born Global y International New Venture. La investigación concluye que los productos con baja demanda local y con nichos de mercado internacionales son un contexto adecuado para el surgimiento de Born Global o International New Venture, y que las redes en la etapa de pre - fundación orientan la estrategia de internacionalización, y estas a su vez guían el crecimiento y evolución de las redes en las etapas del proceso emprendedor.

Knowledge creation dynamics within the international new venture

2015 ◽  
Vol 27 (2) ◽  
pp. 182-213 ◽  
Author(s):  
Sascha Fuerst ◽  
Peter Zettinig
Keyword(s):  
Real Time ◽  
Knowledge Creation ◽  
International Market ◽  
Process Research ◽  
New Venture ◽  
Internationalization Process ◽  
International New Venture ◽  
Process Data ◽  
Market Knowledge ◽  
Content Type

Purpose – This paper aims to examine the dynamic process of knowledge creation of the international new venture (INV) through the interaction with network partners. The process of how INVs make use of external sources for the acquisition of international market knowledge is not well-understood. Design/methodology/approach – To uncover the dynamics of the knowledge creation process, the authors applied event-driven process research by following the internationalization process of four INVs in real time. More specifically, they adopted qualitative diary research combined with periodic follow-up interviews as the main data collection method. A visual mapping strategy was used for the analysis of the process data. Findings – The analysis shows that different pathways of knowledge acquisition through congenital learning, searching, vicarious learning and grafting interact with each other. Grafting and experiential learning alongside the partner lead to the acquisition of internationalization knowledge in particular. Knowledge sources for international market knowledge are proactively created by the entrepreneurs. The wider effectual stakeholder network constitutes an important source for international market knowledge. Research limitations/implications – The authors followed the early internationalization process of the case firm in real time over a 10-month period. This provides a limited window of observation. Future research might extend the observation period to examine further the evolutionary nature of the different learning types throughout the growth of the INV. The case firms operate in Internet-enabled businesses and are all located in the same country and city (i.e. Colombia and the city of Medellin). Future studies might focus on firms operating in different industries and geographical areas. Practical implications – Congenital technological knowledge is a prerequisite for internationalization. The entrepreneur, however, does not need to rely on congenital international market knowledge. Such knowledge can be developed through network partners. Foreign business and institutional knowledge can be obtained vicariously, also from professional advisors. Internationalization knowledge, however, needs to be developed in close interaction with an international cooperation partner, where a strong relationship commitment prevails. Originality/value – The authors use effectuation theory combined with process research methods to gain insights into the dynamics of knowledge creation within the INV. Thereby, they are able to shed light on the dynamics of the process that is difficult to capture through cross-sectional research designs. Research on the internationalization process of young ventures in the context of Latin America is scarce. Therefore, the paper contributes new knowledge about the development of these firms in that particular region.

ACHIEVING SUPERIOR INTERNATIONALIZATION THROUGH STRATEGIC AMBIDEXTERITY

2007 ◽  
Vol 15 (01) ◽  
pp. 43-77 ◽  
Author(s):  
MARY HAN
Keyword(s):  
Multinational Enterprise ◽  
Field Research ◽  
New Venture ◽  
Superior Performance ◽  
International New Venture ◽  
Short Term ◽  
Firm Level ◽  
Optimal Approach ◽  
Level Performance

In this paper, I examine the optimal approach to internationalization. Drawing from the ambidexterity literature, I build on the concept of structural ambidexterity and suggest that the optimal approach occurs when firms pursue 'strategic ambidexterity,' which is characterized by simultaneously executing paradoxical strategies of pro-profit and pro-growth. I examine this approach through empirical study based on in-depth field research of two cases: Merrill Lynch, a multinational enterprise and Comdirect Bank, an international new venture. I find that a) firms that pursue strategic ambidexterity in their internationalization effort achieve above-average internationalization performance in the short term; and b) firms that pursue strategic ambidexterity in their internationalization effort also achieve above-average firm-level performance in the long term. I conclude that strategic ambidexterity is the optimal strategy by which to achieve superior performance.

Challenges of the Internationalization Strategy of a Technology-Based International New Venture

2019 ◽  
pp. 467-489 ◽  
Author(s):  
Luciana Costa Fernandes ◽  
Cristiana Pereira ◽  
Daniela Simões ◽  
António Carrizo Moreira
Keyword(s):  
International Markets ◽  
New Venture ◽  
International New Venture ◽  
Entry Modes ◽  
Foreign Markets ◽  
Mode Of Entry ◽  
Start Up ◽  
Relationship Orientation ◽  
Internationalization Strategy ◽  
Start Ups

The present study seeks to analyze the behavior of a technological start-up regarding its entry modes in foreign markets. It is based on the case study of a company in the field of 3D printing and takes into account the analysis of topics such as the internationalization of start-ups and modes of entry in foreign markets, considering several theories of internationalization. As the company analyzed is a start-up, the research is supported by the analysis of the characteristics present in the process of internationalization of small and medium-sized enterprises (SMEs). The study closes with the conclusion that this SME matches the profile of an International New Venture/Born Global (INV/BG), although the company takes advantage of the network-based theory and relationship orientation to enter international markets. The most used mode of entry by the company in international markets has been exporting activities.

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