By Julia Christofor, Tobias Kollmann
With the continued dispersion of the worldwide electronic community and function advancements of data and verbal exchange applied sciences, resource-poor start-ups with on-line enterprise types have emerges in huge numbers. those agencies may be able to set up their competitve merits throughout their state forums early of their life-cycle and have interaction in overseas trade at a quick speed. A elevated immediacy among the corporations and the glabally available client is saw.
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Extra info for Antecedents of Venture Firms' Internationalization: A Conjoint Analysis of International Entrepreneurship in the Net Economy
1. 2. 3. 4. 2. 2. 3. 1. 2. 3. 5. Directions for Future Research Structure of the study In part 7 the obtained cluster solution is described. First, the cluster characteristics are identified by measuring the t-value and by describing the weights of the active cluster variables for each group. To this end, the members of each group are characterized based on the active cluster variables, which are the dimensions of entrepreneurial orientation: Risk-taking, proactiveness and innovativeness. Descriptions of the cluster members based on the cluster characteristics and the corresponding internationalization propensity preference models then follow.
904). To sum up, a number of criteria considered and evaluated when formulating market entry strategies are illustrated in Table 2 (Kutschker and Schmid, 2004, p. 905). Table 2: Examples of decision-making criteria for internationalization strategies Scope of value chain activities Legal constraints Mode of resource transfer Time scope Scope of resource transfer Risks Amortization of resource involvement Reversing the decision Flexibility Control possibilities Economies of scope Economies of scale Speed of market entry Revenue potential Acceptance in the foreign country Support from the domestic country The market entry forms described above vary depending on the degree of company involvement in the foreign market operations.
However, high resource commitment is closely linked to high risks and difficulties. The high costs and duration of market-entry are associated to high sunk costs if the firm withdraws early. The possibilities of reversing the decision is limited and, therefore, the flexibility is limited and the company is exposed to the foreign country micro- and macro-environment to a much higher degree than in other forms of market entry. Nonetheless, apart from decisions on the market entry strategy, an internationalization strategy also encompasses other dimensions which have to be considered: These influencing factors form the foundation for the strategy decisions described in this chapter and sum up the criteria used by the management to make decisions.
Antecedents of Venture Firms' Internationalization: A Conjoint Analysis of International Entrepreneurship in the Net Economy by Julia Christofor, Tobias Kollmann