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عنوان فارسی مقاله:
قابلیت پورتفلیوی شرکت ها در سراسر گسترش بین المللی: یک رویکرد طبقه نهفته
عنوان انگلیسی مقاله:
Firms' capability portfolios throughout international expansion: A latent class approach
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Theoretical background
2.1. Resource based view and international expansion Resource-based view (RBV) suggests that firms' competitive advantage results from firm-internal resources (Barney, 1991; Wernerfelt, 1984). RBV builds the potential to create sustainable advantage on two fundamental assumptions: First, firms possess different bundles of strategically relevant resources that are not identical or heterogeneous within an industry, and thus, some firms are better at performing some activities than others (Barney, 1991). Second, the above-mentioned scarce resources are firm-specific. RBV considers resources as stocks of available productive factors that firm owns and controls, that is such financial, tangible and intangible assets that firm can draw on to execute its strategies. Capabilities are the firm's capacity to deploy resources and an ability to take advantage of and improve the productivity of its resources (Barney & Hesterly, 2012). Capabilities are firm-specific, they develop over time and have different dimensions and hierarchies. Ordinary capabilities are more like routines and best practices, whereas higher-order (dynamic) capabilities create, extend, or modify firm's resource and capability bases (Teece, 2014). Under continuously changing market conditions, sustainable competitive advantage is even harder to achieve, and thus, firms might rather accept transient short-lived opportunities (McGrath, 2013) with series of temporary competitive advantages (Eisenhardt & Martin, 2000). When firms base their strategies on temporary advantages, they need to be able to continuously renew their resource bases. Hence, under a limited resource endowment, the role of firm's capabilities, and how firms use these capabilities to make the most of resources, becomes important (Day, 2014). Capabilities are firm-specific, and thus, building of capabilities takes time and is costly. Capability development sets additional limits for growth and international expansion, for small firms their available resource endowment is an internal antecedent of providing a competitive advantage (Eriksson, 2014). 2.1.1. International orientation International expansion comes with risk and involves costs and uncertainties. For this reason, internationalization is often more challenging for smaller firms with fewer financial, tangible and intangible resources and capabilities (Knight & Kim, 2009). The smaller the resource endowment is, the less flexible firms are, as regards allocating these resources between domestic and foreign operations (Teece, Pisano, & Shuen, 1997). Especially smaller firms with limited resources need to rely more on their intangible resources and capabilities when expanding on foreign markets (Knight & Cavusgil, 2004). To make such commitments in international markets, firms need not only a competitive advantage but also a strong international attitude (Ripolles Meliá, Blesa Pérez, & Roig Dobón, 2010). The authors label this attitude an international orientation (IO) and follow Knight and Kim (2009) when defining IO as a capability which consists of increased commitment, learning, and cultural dimensions. IO features a bundle of specific management-level capabilities to initiate and perform international business activities in foreign markets in an effective way (Knight & Kim, 2009). Not surprisingly, earlier studies show that firms with stronger international orientation tend to initialize their international operations earlier than their counterparts without such a capability (Knight & Cavusgil, 2004).
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