![]() At the same time, it highlights a relevant gap in studies: still little is known and proven about the effective impact of ties on the entrepreneurial internationalization. ![]() This paper highlights the dominant connection between networking and the entrepreneurial internationalization and points out the acceleration role of the network. A screening process resulted in a final sample of 73 papers published in 16 double-blind reviewed journals with the highest impact in the field from 1994 to 2015. This paper reports a systematic literature review by seeking to discuss research that explored the impact of networks on the entrepreneurial internationalization of international new ventures (INVs). Desde una perspectiva gerencial, este estudio muestra en dónde enfocar las iniciativas de IMN para lograr presencia internacional y crecimiento de forma sostenible. Por lo tanto, este estudio mejora el debate académico sobre los modelos de negocio de las NEIs, y su desarrollo a largo plazo como fruto de esfuerzos tempranos de internacionalización. ![]() A partir de datos longitudinales mostramos que estos aspectos diferencian a las NEIs y constituyen una de sus características únicas a través del tiempo. Nuestros resultados indican que las NEIs tienden a innovar las dimensiones de entrega y captura de valor, en forma de canales de venta y métodos logísticos, más frecuentemente que otras empresas internacionalizadas y que, además, reconfiguran sus relaciones externas de forma más intensa. Este artículo investiga las dimensiones de entrega y captura de valor de la IMN utilizada por nuevas empresas internacionales (NEIs o INVs por sus siglas en inglés) y muestra cómo éstas se diferencian de otras empresas internacionalizadas en Suecia. La Innovación del Modelo de Negocios (IMN o BMI por sus siglas en inglés) está llamando la atención entre los académicos, como una herramienta que permite a las compañías ganar nuevas ventajas competitivas o retener las existentes. From a managerial perspective, the study highlights where to focus BMI initiatives for sustained international presence and growth. ![]() Hence, this study enhances the academic debate on business models of INVs as well as on their long-term development past early internationalization efforts. By utilizing longitudinal data, we show that these aspects continue to differentiate INVs and constitute a unique characteristic of INVs over time. Our findings indicate that INVs tend to innovate value delivery and value capture dimensions in the form of sales channels and logistical methods more frequently than other internationalized firms and reconfigure their external relationships more intensively as well. This paper investigates value delivery and value capture dimensions of BMI utilized by international new ventures (INVs) and shows how this category of firms differs from other internationalized firms in Sweden. Our empirical findings here show that surviving INVs tend to find new ways of organizing their relationships, which is in line with this argumentation of how INVs should proactively manage their external relationships.īusiness model innovation (BMI) is receiving increased academic attention as a tool for gaining new or retaining existing firms’ competitive advantages. Furthermore, the usage of for instance supplier integration or outsourcing is in line with Balternative governance mechanisms^of Oviatt and McDougall (1994) and extends the evidence established in prior works (Mort and Weerawardena 2006 Sasi and Arenius 2008 Sepulveda and Gabrielsson 2013) that INVs benefit from avoiding staleness (such as depending on a single or a few actors) in their external relationships and take a calculative approach for finding net benefits from their relationships. (2010) on the business model Bmodus^focus on relationship with other actors for INVs in the high-tech realm. Hence, INVs in such industries are more likely to utilize the BMI element of organizing external relationships in new ways more than other internationalized firms, which is broadly consistent with the argument by Onetti et al.
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