Strategies of Entry Modes: The Case of Greek Banks Entering the Albanian Market

Abstract Business takeovers and new venture start-ups are two important and distinct entry modes of entrepreneurship. They differ from resource-based and organizational ecology perspectives. We compare firm survival patterns and determinants associated with the two entry modes. From two large French datasets, we find that business takeovers have a higher survival rate than new venture start-ups. However, these differences in survival probability reduce over the entrepreneurship life cycle and when controlling for different entrepreneur and firm characteristics. Moreover, we identify differences in determinants of survival for the two groups, highlighting a distinction between the two entrepreneurship entry modes. This work contributes to the literature on the relationship between entrepreneurship entry and firm survival, thereby contributing to both entrepreneurship and firm survival research.

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Market entry modes in a multipolar world: Untangling the moderating effect of the political environment

International Business Review ◽

10.1016/j.ibusrev.2014.10.001 ◽

2015 ◽

Vol 24 (3) ◽

pp. 419-429 ◽

Cited By ~ 32

Author(s):

Maria A. De Villa ◽

Tazeeb Rajwani ◽

Thomas Lawton

Keyword(s):

Market Entry ◽

Moderating Effect ◽

The Political ◽

Political Environment ◽

Entry Modes

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Acquisition versus greenfield in Colombia: Reviewing the effect of cultural distance and vicarious experience

International Journal of Cross Cultural Management ◽

10.1177/14705958211064435 ◽

2022 ◽

pp. 147059582110644

Author(s):

Mario Martínez-Avella ◽

Ángela Alarcón-León ◽

Giovanni Hernández-Salazar

Keyword(s):

Cultural Distance ◽

Cultural Dimensions ◽

Vicarious Experience ◽

Entry Modes ◽

Direct Experience ◽

Research Attention ◽

Foreign Companies ◽

Foreign Countries ◽

The Individual

The relation between the cultural distance and the firm’s entry modes to foreign countries has received considerable research attention, and studies have shown the role of experience in this relation. However, previous research has only studied direct experience and neglected the study of vicarious experience. Using a sample of 355 foreign companies that entered Colombia (2007–2017), this research reviews the effect of cultural distance on entry mode choice (e.g., Acquisition vs. Greenfield) and examines the moderating role of vicarious experience in this relationship. The study concludes that the cultural distance positively affects the entry probability by acquisition, and the vicarious experience negatively affects this relationship in four cultural dimensions. If firms have vicarious experience, the effect of cultural distance on the acquisition probability is less and positively influences the entry probability by Greenfield when the cultural distance is in power distance, uncertainty avoidance, individualism, and long-term orientation. Nevertheless, vicarious experience has the opposite effect when considering the masculinity dimension. Consequently, we highlight the importance of considering vicarious experience as a different variable of direct experience and the individual effects of cultural distance dimensions for cross-cultural studies in management.

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Greek Banks Abroad: A Historic Examination

Economic and Financial Challenges for Eastern Europe - Springer Proceedings in Business and Economics ◽

10.1007/978-3-030-12169-3_10 ◽

2019 ◽

pp. 149-160

Author(s):

Simeon Karafolas

Keyword(s):

Greek Banks

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International new ventures market expansion through collaborative entry modes

International Marketing Review ◽

10.1108/imr-01-2017-0001 ◽

2018 ◽

Vol 35 (6) ◽

pp. 890-913 ◽

Cited By ~ 4

Author(s):

Pushyarag N. Puthusserry ◽

Zaheer Khan ◽

Peter Rodgers

Keyword(s):

Small And Medium Enterprises ◽

New Ventures ◽

Entry Mode ◽

Foreign Market ◽

International New Ventures ◽

Structured Interviews ◽

Entry Modes ◽

Content Type ◽

Market Expansion ◽

The Uk

PurposeThe purpose of this paper is to examine the role that different collaborative entry modes play in how international new ventures (INVs) expand into international markets.Design/methodology/approachThe paper’s arguments are based on the INVs and social network literatures. In order to investigate the entry modes adopted by British and Indian small and medium information and communication technology (ICT) firms into each other’s markets, the paper outlines the results of qualitative semi-structured interviews with the key decision makers of ten British and ten Indian ICT firms.FindingsThe findings contribute to the relatively under-researched area of how INVs enter foreign markets through collaborative entry mode. The findings suggest that INVs utilize both equity and non-equity modes of collaboration to expand their international operations. The findings also indicate that financial and non-financial resources always limit the market expansion and internationalization of such companies. Against this background, the INVs rely on building collaboration as one of the safest methods for foreign market expansion and successful internationalization. The collaborative entry mode is enhanced by entrepreneurs’ prior experience, social ties and knowledge of the foreign market.Research limitations/implicationsSet against the backdrop of an ever-increasing trend of internationalization of small and medium enterprises (SMEs), the paper offers important implications for understanding the conditions and factors behind the choice of collaborative and non-collaborative entry modes by INVs in particular and SMEs more broadly.Originality/valueThe paper is one of the few studies that have examined the role of collaborative entry modes choice adopted by INVs from two of the largest economies – the UK and India.

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