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2013 | 1 | nr 2 Modern Challenges for International Business in Europe | 51--58
Tytuł artykułu

The Role of the Top Management Team in the Choice of Entry Modes - Theoretical Perspective

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Objective: Launching the process of internationalization is a critical decision, so using combinations of entry modes can be beneficial to sketch an easy and feasible international process. Members of TMT might have some special characteristics to achieve planned objectives and strategies and take appropriate decisions, especially combinations. The objective of the article is to present the main themes of the literature discourse on the role of entry modes and their combinations.

Research Design & Methods: This paper discusses TMT's characteristics that influence on the combinations of entry modes. The research design used here is qualitative because it attempts to describe the importance of these characteristics in as the alternatives in internationalization process.

Findings: The results indicate the importance of considering some characteristics of TMT, and combinations of entry mode as an option to internationalize.

Implications & Recommendations: Combinations of entry mode might enhance the firms' internationalization strategies, making them more effective in the global environment. Knowing the relevant determinants of TMT will lead to more efficient strategies.

Contribution & Value Added: The originality of this work lies in studying some aspects of TMT to select combinations of entry modes which are suited in a given environment. (original abstract)
Twórcy
  • University of Castilla-La Mancha, Spain
  • University of Castilla-La Mancha, Spain
Bibliografia
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  • Brouthers, K.D., 2002, 'Institutional, cultural and transaction cost influences on entry mode choice and performance', Journal of International Business Studies, vol. 33, no. 2, pp. 203‐221.
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  • Hashai, N., Asmussen, C.G., Benito, G.R.G. & Petersen, B., 2010, 'Technological Knowledge Intensity and Entry Mode Diversity', Management International Review, vol. 50, no. 6, pp. 659‐681.
  • Hill, C., Hwang, P. & Kim, W., 1990, 'An eclectic theory of the choice of international entry mode', Strategic Management Journal, vol. 11, no. 2, pp. 117‐128.
  • Knight, D., Pearce, C.L., Smith, K.G., Olian, J.D., Sims, H.P., Smith, K.A. & Flood, P., 1999, 'Top Management Team Diversity, Group process, and Strategic Consensus', Strategic Management Journal, vol. 20, no. 5, pp. 445‐465.
  • Kogut, B. & Singh, H., 1988, 'The effect of national culture on the choice of entry mode', Journal of International Business Studies, vol. 19, no. 3, pp. 411‐432.
  • León, F., Villar, C. & Pla, J., 2011, 'Entry mode choice in the internationalisation of the hotel industry: a holistic approach', The Service Industries Journal, vol. 31, no. 1, pp. 107‐122.
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Typ dokumentu
Bibliografia
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Identyfikator YADDA
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