Strategic re‐structuring by born‐globals using outward and inward‐oriented activity
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| Title: | Strategic re‐structuring by born‐globals using outward and inward‐oriented activity |
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| Authors: | Freeman, S., Deligonul, S., Cavusgil, T. |
| Contributors: | Freeman, Susan, Deligonul, Seyda, Cavusgil, Tamer, Kuivalainen, O. |
| Source: | International Marketing Review. 30:156-182 |
| Publisher Information: | Emerald, 2013. |
| Publication Year: | 2013 |
| Subject Terms: | management strategy, Strategic re-structuring, De-internationalization, 05 social sciences, Entry, entrepreneurs, Entrepreneurs, de-internationalization, re-internationalization, Organizational restructuring, inward and outward-oriented activity, Re-internationalization, organizational restructuring, born-global internationalization patterns, strategic re-structuring, 0502 economics and business, exit and re-entry, Born-global internationalization patterns, Inward and outward-oriented activity, entry, Management strategy |
| Description: | PurposeCurrent conceptualizations of born‐globals lack a full theoretical explanation of strategic re‐structuring through the use of outward and inward‐oriented activity and the processes of de‐internationalization and re‐internationalization. Strategy and internationalization processes are created by entrepreneurial behaviour. If one wants to understand various international behaviours and strategic changes in firms one needs to focus on entrepreneurs – individual managers. The purpose of this paper is to unify the theoretical framework on born‐globals by addressing two questions. How do managers move through the de‐internationalization (exit) to re‐internationalization (re‐entry) process? How do they choose their patterns of internationalization?Design/methodology/approachTo address these research gaps, this study draws on 26 in‐depth interviews with senior managers across nine Australian born‐globals.FindingsMoving between outward and inward‐oriented activity as they de‐internationalize and re‐internationalize is used as proactive strategic re‐structuring by born‐global managers for survival during periods of global economic decline or changing competitive conditions.Originality/valueThis study provides new theoretical insights where the entrepreneur is central to the internationalization process and provides practical implications for those involved in international business and marketing. |
| Document Type: | Article |
| Language: | English |
| ISSN: | 0265-1335 |
| DOI: | 10.1108/02651331311314574 |
| Access URL: | https://www.emeraldinsight.com/doi/10.1108/02651331311314574 https://www.emerald.com/insight/content/doi/10.1108/02651331311314574/full/html https://digital.library.adelaide.edu.au/dspace/handle/2440/78834 http://core.ac.uk/display/12799661 https://www.emerald.com/insight/content/doi/10.1108/02651331311314574/full/pdf?title=strategic-restructuring-by-bornglobals-using-outward-and-inwardoriented-activity https://hdl.handle.net/11541.2/114709 |
| Rights: | Emerald Insight Site Policies |
| Accession Number: | edsair.doi.dedup.....f8c2a6e68136ec85dafc42404c2f9536 |
| Database: | OpenAIRE |
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Nájsť tento článok vo Web of Science | Abstract: | PurposeCurrent conceptualizations of born‐globals lack a full theoretical explanation of strategic re‐structuring through the use of outward and inward‐oriented activity and the processes of de‐internationalization and re‐internationalization. Strategy and internationalization processes are created by entrepreneurial behaviour. If one wants to understand various international behaviours and strategic changes in firms one needs to focus on entrepreneurs – individual managers. The purpose of this paper is to unify the theoretical framework on born‐globals by addressing two questions. How do managers move through the de‐internationalization (exit) to re‐internationalization (re‐entry) process? How do they choose their patterns of internationalization?Design/methodology/approachTo address these research gaps, this study draws on 26 in‐depth interviews with senior managers across nine Australian born‐globals.FindingsMoving between outward and inward‐oriented activity as they de‐internationalize and re‐internationalize is used as proactive strategic re‐structuring by born‐global managers for survival during periods of global economic decline or changing competitive conditions.Originality/valueThis study provides new theoretical insights where the entrepreneur is central to the internationalization process and provides practical implications for those involved in international business and marketing. |
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| ISSN: | 02651335 |
| DOI: | 10.1108/02651331311314574 |