دانلود رایگان مقاله لاتین ارتباط درونی واثر آن بر رشد شرکت از سایت الزویر
عنوان فارسی مقاله:
ارتباطات درونی - بیرونی و تاثیر آن بر رشد شرکت
عنوان انگلیسی مقاله:
Inward–outward connections and their impact on firm growth
سال انتشار : 2015
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مقدمه انگلیسی مقاله:
1. Introduction
Many firms decide to internationalize when in search of a way to improve performance (Lu & Beamish, 2001, 2006; Pangakar, 2008; Zahra, Ireland, & Hitt, 2000; among others). Exposure to international markets allows them to develop capabilities that can feed further growth (Lu & Beamish, 2006; Sapienza, Autio, George, & Zahra, 2006). Specifically, internationalization exposes firms to fresh and diverse ideas; it provides them with a broader learning opportunity and the ability to develop new skills and augment existing capabilities that are not available to purely domestic firms (Hitt, Hoskisson, & Kim, 1997; Kim, Hwang, & Burgers, 1993). A look at the literature, however, reveals that findings on the relation between internationalization and performance are contradictory (Contractor, Kundu, & Hsu, 2003; Hitt, Bierman, Uhlenbruck, & Shimizu, 2006; Qian, Li, Li, & Qian, 2008), and also specifically when it comes to the relation between internationalization and growth (Lu & Beamish, 2006; Reuber & Fischer, 2002; Westhead, Wright, & Ucbasaran, 2001). These inconclusive findings may be because internationalization also brings cost disadvantages that outweigh its potential benefits (Ruigrok & Wagner, 2003). Many of the difficulties associated with international markets are due to a lack of knowledge (Eriksson, Johanson, Majkgard, & Sharma, 1997, 2000). Firms, though, can mitigate the problems of operating abroad by accumulating this missing knowledge (Liesch & Knight, 1999). Firms implement their internationalization strategies via two types of operations: outward and inward (Fletcher, 2001; Ha¨to¨nen, 2009; Welch & Luostarinen, 1993; Welch, Benito, & Petersen, 2007; among others). Previous research has typically concentrated on outward or inward operations individually to examine how firms accumulate knowledge (Blomstermo, Eriksson, Lindstrand, & Sharma, 2004; Bozarth, Handfield, & Das, 1998; Grosse & Fonseca, 2012). Most studies have focused on international strategies based on developing outward operations, which are related to selling products or services in foreign markets through exporting, contractual agreements or foreign direct investment (FDI) in overseas subsidiaries to serve foreign markets. Among the benefits generated by outward operations, entry into foreign markets allows firms to gain knowledge that offers opportunities for growth and improved firm performance (Pangakar, 2008). Firms may also internationalize via inward operations, however. These operations are related to obtaining inputs in foreign markets via importing, contractual collaborations or FDI(Fletcher, 2001;Welch et al., 2007). Although they can open the door to enhanced resources (such as valuable knowledge) that provide a competitive advantage and greater growth (Hessels & Parker, 2013), they were typically seen as being routine and lacking in strategic implications. This led to thebelief that their advantages were limited to questions of cost (Karlsen, Silseth, Benito, & Welch, 2003) and meant that they were usually given less attention in the internationalization literature. Recently, however, researchers have identified strategic reasons for inward operations, such as their potential role in boosting innovation results (Nieto & Rodrı´guez, 2011) and ultimately firm performance (Chiao, Yu, Li, & Chen, 2008; Hessels & Parker, 2013). Some research has also analyzed the existence of inward– outward connections and how inward and outward operations are linked, influence each other and promote the sharing of knowledge (Karlsen et al., 2003; Korhonen, Luostarinen, & Welch, 1996; Welch & Luostarinen, 1993). A gap in the literature exists, however, as research considering how internationalization strategies featuring simultaneous inward and outward operations affect the internationalization-performance relation is missing. Given this situation, the following research question emerges: Are there different effects on growth when firms undertake both inward and outward activities and when they just undertake one type of operation? Specifically, this study explores whether the combination of inward and outward operations in internationalization strategies may help firms to achieve greater growth than when they perform just one type of international operation. An examination of the organizational learning literature helps us to answer this question. This literature posits that it is crucial for firms to acquire and share knowledge (Levitt & March, 1988), with international firms needing to transfer knowledge due to the demands of globalization (Argote & Miron-Spektor, 2011). Inward and outward operations give access to different types of experiential knowledge from different sources. Undertaking both operations simultaneously, then, may allow firms to increase the diversity, relatedness and complementarity of their experiential knowledge. And access to this knowledge has been related to an increase of the absorptive capacity of the firm (Eriksson & Chetty, 2003; Kostopoulos, Papalexandris, Papachroni, & Ioannou, 2011; Yao, Yang, Fisher, Ma, & Fang, 2013), which ultimately affects firm performance (George, Zahra, Wheatley, & Khan, 2001; Tsai, 2001).
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