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Rapidly with a Rifle or more Slowly with a Shotgun? Stretching the Company Boundaries of Internationalising ICT Firms

Rapidly with a Rifle or more Slowly with a Shotgun? Stretching the Company Boundaries of... Small firms start operating internationally much more quickly than was previously the case. However, this requires that companies acquire resources and skills in a significantly shorter time than earlier. This paper discusses the pressures that such development puts on company boundaries from the viewpoint of Finnish ICT companies. Our findings indicate that the rapidity of internationalisation is positively correlated with the number of foreign partners but reverse to our expectations, i.e., the more partners the firm has, the slower its start of international operations. Additionally, the study confirmed that a rapidly internationalising firm has a narrowly defined core competence. Surprisingly, rapidly internationalising firms searched for partners with similar type of competence instead of complementary one. This indicates that the associations between core competence and rapid internationalisation deserves more attention. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of International Entrepreneurship Springer Journals

Rapidly with a Rifle or more Slowly with a Shotgun? Stretching the Company Boundaries of Internationalising ICT Firms

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References (30)

Publisher
Springer Journals
Copyright
Copyright © 2004 by Springer Science+Business Media, Inc.
Subject
Business and Management; Entrepreneurship; Microeconomics; International Economics; Management
ISSN
1570-7385
eISSN
1573-7349
DOI
10.1007/s10843-004-0042-0
Publisher site
See Article on Publisher Site

Abstract

Small firms start operating internationally much more quickly than was previously the case. However, this requires that companies acquire resources and skills in a significantly shorter time than earlier. This paper discusses the pressures that such development puts on company boundaries from the viewpoint of Finnish ICT companies. Our findings indicate that the rapidity of internationalisation is positively correlated with the number of foreign partners but reverse to our expectations, i.e., the more partners the firm has, the slower its start of international operations. Additionally, the study confirmed that a rapidly internationalising firm has a narrowly defined core competence. Surprisingly, rapidly internationalising firms searched for partners with similar type of competence instead of complementary one. This indicates that the associations between core competence and rapid internationalisation deserves more attention.

Journal

Journal of International EntrepreneurshipSpringer Journals

Published: Dec 31, 2004

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