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On the basis of empirical research, a model of the internationalization process of the firm is developed. The model focuses on the gradual acquisition, integration and use of knowledge about foreign markets and operations, and on the incrementally increasing commitments to foreign markets. In particular, attention is concentrated on the increasing involvement in the individual foreign country.

/pdf/the-internationalization-process-of-the-firm-a-model-of-4aibougvsw.pdf

The Internationalization Process of the Firm - A Model of Knowledge Development and Increasing Foreign Market Commitments

The Uppsala internationalization process model is revisited in the light of changes in business practices and theoretical advances that have been made since 1977. Now the business environment is viewed as a web of relationships, a network, rather than as a neoclassical market with many independent suppliers and customers. Outsidership, in relation to the relevant network, more than psychic distance, is the root of uncertainty. The change mechanisms in the revised model are essentially the same as those in the original version, although we add trust-building and knowledge creation, the latter to recognize the fact that new knowledge is developed in relationships.

/pdf/the-uppsala-internationalization-process-model-revisited-2ck5k4nfor.pdf

The Uppsala Internationalization Process Model Revisited: From Liability of Foreignness to Liability of Outsidership

The formation of organizations that are international from inception—international new ventures—is an increasingly important phenomenon that is incongruent with traditionally expected characteristics of multinational enterprises A framework is presented that explains the phenomenon by integrating international business, entrepreneurship, and strategic management theory That framework describes four necessary and sufficient elements for the existence of international new ventures: (1) organizational formation through internalization of some transactions, (2) strong reliance on alternative governance structures to access resources, (3) establishment of foreign location advantages, and (4) control over unique resources

/pdf/toward-a-theory-of-international-new-ventures-3c7ptrb09r.pdf

Toward a theory of international new ventures

The contemporary relevance of the so‐called Uppsala Internationalisation Model is discussed. This is a framework advanced by a number of Swedish colleagues describing the typical process of “going international”. Johanson and Vahlne respond to the criticisms of the model they proposed in the 1970s and relate it to the Eclectic Paradigm Model and the Networking literature. The concepts of the advantage package and the advantage cycle in the internationalisation context are also introduced.

The Mechanism of Internationalisation

This chapter examines globalisation in terms of conflicts between markets and economic management and suggested that the differential pace of globalisation across markets presents a number of challenges to policy makers in local, national and regional governments and in international institutions. The paper focuses on the relationship between the evolving strategies of multinational enterprises (MNEs), the changing economic geography of the world economy and globalisation. The first section charts the conflicts between markets and government policies as markets integrate across national borders. Markets are globalised by the actions of MNEs. The drivers of deliberate process, the location and ownership strategies of MNEs are examined in the second section. The third section, makes economic geography more important than ever. Finally, the article examines protests against globalisation that leads to the concluding research agenda. The management of space and time by MNEs should be in the forefront of the analysis of globalisation.

The foreign investment decision process

Managerial decision-making in international business: A forty-five-year retrospective

The evolution and management of state owned enterprises

The Evolution and Management of State-Owned Enterprises.

State-Owned Enterprises SOEs have become important instruments of social and economic policy in industrialized mixed economies and in developing countries. The use of SOEs as instruments of public policy and the resulting clashes between these enterprises and private firms on the one hand and government and other controllers on the other, are causing concern. Public committees in different countries as well as international organizations have been searching for positive theory for guidance in handling the multitude of problems related to these enterprises. Theoretical models have made important contributions to the formalization of certain problems and the classification of the information needed to solve them. Unfortunately, these theoretical models have had little relevance for the solution of important real problems.

Much of the research on SOEs is concerned with how these enterprises should behave, and what should be the product of their operations. Almost no research has been done on why SOEs function as they do. The paucity of knowledge about the operation of SOEs stems both from insufficient research effort, and from the concern of researchers with formal structures and products of these organizations and not with management behavior or with decision processes.

The purpose of this paper is to call for research beyond the confines of traditional economics, using the tools of management science to obtain insights into the difficult but salient problems of SOEs.

/pdf/note-performance-evaluation-of-state-owned-enterprises-a-2okonvdnja.pdf

Yair Aharoni

Papers

The foreign investment decision process

Managerial decision-making in international business: A forty-five-year retrospective

The evolution and management of state owned enterprises

The Evolution and Management of State-Owned Enterprises.

Note-Performance Evaluation of State-Owned Enterprises: A Process Perspective