(TNM)īorn globals are a phenomenon that is increasingly being observed and researched around the globe. Overall, the study shows the complex international network relationships among firms. It is suggested that software company managers must balance resource allocation between expanding their network and focusing on establishing new relationships and customers. Firms may adopt one form of entry in one market, and a different one in another market that is very similar. It was also found that the relationship between firms' international experience and market selection is limited. These firms were less concerned with the category of partner, than for competency, solidity, and ability to generate sales. Firms in this study referred to their partners as agents, distributors, or both. Software presents a more complex pattern than for physical products when considering agents, distributors, and licensing. A firm's network relationships were found to determine which forms of foreign entry they choose and, to some extent, which markets they enter. Data were based on interviews and site visits. This article examines the entry forms and market selection of five small Norwegian computer software firms. Internationalization is often described as a gradually developing process of involvement and form of entry in which firms gradually target more distant markets.
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