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Internationalisation and Mode Switching [electronic resource].

By: Material type: Computer fileComputer filePublisher number: 9783834931306Publication details: Dordrecht : Springer, 2012.ISBN:
  • 9783834969422
Subject(s): Genre/Form: Additional physical formats: Print version:: Internationalisation and Mode SwitchingDDC classification:
  • 658.18
LOC classification:
  • HD62.4 .S23 2012
Online resources:
Contents:
Foreword; Acknowledgements; Abstract; List of contents; List of tables; List of figures; Chapter 1 Introduction; 1.1 Internationalisation and mode switching; 1.2 Problem statement and research question; 1.3 Main objectives; 1.4 Theoretical approach; 1.5 Structure; Chapter 2 Theoretical framework of internationalisation process and switching foreign operation modes; 2.1 Overview of key research approaches to internationalisation; 2.2 The traditional (economic-based) approaches of internationalisation research; 2.2.1 Transaction cost approach; 2.2.2 Agency theory
2.2.3 Eclectic theory by Dunning2.2.4 Competition-oriented and strategic approach; 2.2.5 Real options theory; 2.3 The process-behavioural based approaches of internationalisation research; 2.3.1 The process perspective; 2.3.2 Born-Global approach; 2.3.3 International entrepreneurship research; 2.3.4 The Relationship School of the Network Perspective; 2.3.5 The configuration and "gestalt" - approach; 2.3.6 The three-level model by Swoboda; 2.3.7 Path dependency in internationalisation; 2.4 Significant influencing factors on Internationalisation
2.4.1 The role of time in the internationalisation process2.4.2 The role of corporate culture in the internationalisation process; 2.4.3 Key success factors in internationalisation; 2.4.4 Internationalisation and firm performance; 2.5 Research on foreign mode switch; 2.6 Critical evaluation of literature review on theory level 1 and 2; 2.7 The decision making process of foreign mode switch; 2.7.1 On the term "foreign operation mode"; 2.7.2 "Mode switch"; 2.7.3 The theoretical construct of strategic decision making; 2.7.4 Dimensions of mode switching decisions - a theoretical analysis
2.7.4.1 Internal and external environment2.7.4.2 Key actors and their influence; 2.7.4.3 Initiating factors for foreign operation changes; 2.7.4.4 Evaluation of current situation; 2.7.4.5 Process of future business concept development; 2.7.4.6 Determination of optimal decision time ("when?"); 2.7.4.7 Behavioural issues before the decision; 2.7.4.8 Action phase: Strategic configuration of mode switching; 2.7.4.8.1 Strategic issues of modes switching; 2.7.4.8.2 Behavioural issues of mode switching; 2.7.4.9 Institutionalisation of mode switch
4.2 Research methods in previous studies and their limitations
Chapter 3 Specifying the research questions and deriving the hypothetical points of emphasis3.1 Research questions-Internationalisation and mode switch; 3.2 Partial assessment and derivation of propositions for clarifying and structuring mode switching; 3.2.1 Management of foreign modes and performance; 3.2.2 Factors influencing the decision to switch or not to switch; 3.2.3 Decision process; 3.2.4 Mode switching and timing; 3.2.5 Mode strategy and path dependency; Chapter 4 Methodology; 4.1 Philosophical foundation of the research
Summary: Managing an international operation is seen by many as one of the most challenging activities in an enterprise. Uwe Sachse offers substantial answers to the question of how companies behave after they have entered a particular foreign market. The results of the empirical study show that the mode switch is an important option for improving performance in foreign markets. Uwe Sachse shows that, over the duration of foreign business activity, companies pursue characteristic internationalisation pathways through their choice of mode.
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Electronic Resource Electronic Resource UH Online Library Ebooks Not for loan
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Enhanced descriptions from Syndetics:

Description based upon print version of record.

Foreword; Acknowledgements; Abstract; List of contents; List of tables; List of figures; Chapter 1 Introduction; 1.1 Internationalisation and mode switching; 1.2 Problem statement and research question; 1.3 Main objectives; 1.4 Theoretical approach; 1.5 Structure; Chapter 2 Theoretical framework of internationalisation process and switching foreign operation modes; 2.1 Overview of key research approaches to internationalisation; 2.2 The traditional (economic-based) approaches of internationalisation research; 2.2.1 Transaction cost approach; 2.2.2 Agency theory

2.2.3 Eclectic theory by Dunning2.2.4 Competition-oriented and strategic approach; 2.2.5 Real options theory; 2.3 The process-behavioural based approaches of internationalisation research; 2.3.1 The process perspective; 2.3.2 Born-Global approach; 2.3.3 International entrepreneurship research; 2.3.4 The Relationship School of the Network Perspective; 2.3.5 The configuration and "gestalt" - approach; 2.3.6 The three-level model by Swoboda; 2.3.7 Path dependency in internationalisation; 2.4 Significant influencing factors on Internationalisation

2.4.1 The role of time in the internationalisation process2.4.2 The role of corporate culture in the internationalisation process; 2.4.3 Key success factors in internationalisation; 2.4.4 Internationalisation and firm performance; 2.5 Research on foreign mode switch; 2.6 Critical evaluation of literature review on theory level 1 and 2; 2.7 The decision making process of foreign mode switch; 2.7.1 On the term "foreign operation mode"; 2.7.2 "Mode switch"; 2.7.3 The theoretical construct of strategic decision making; 2.7.4 Dimensions of mode switching decisions - a theoretical analysis

2.7.4.1 Internal and external environment2.7.4.2 Key actors and their influence; 2.7.4.3 Initiating factors for foreign operation changes; 2.7.4.4 Evaluation of current situation; 2.7.4.5 Process of future business concept development; 2.7.4.6 Determination of optimal decision time ("when?"); 2.7.4.7 Behavioural issues before the decision; 2.7.4.8 Action phase: Strategic configuration of mode switching; 2.7.4.8.1 Strategic issues of modes switching; 2.7.4.8.2 Behavioural issues of mode switching; 2.7.4.9 Institutionalisation of mode switch

4.2 Research methods in previous studies and their limitations

Chapter 3 Specifying the research questions and deriving the hypothetical points of emphasis3.1 Research questions-Internationalisation and mode switch; 3.2 Partial assessment and derivation of propositions for clarifying and structuring mode switching; 3.2.1 Management of foreign modes and performance; 3.2.2 Factors influencing the decision to switch or not to switch; 3.2.3 Decision process; 3.2.4 Mode switching and timing; 3.2.5 Mode strategy and path dependency; Chapter 4 Methodology; 4.1 Philosophical foundation of the research

Managing an international operation is seen by many as one of the most challenging activities in an enterprise. Uwe Sachse offers substantial answers to the question of how companies behave after they have entered a particular foreign market. The results of the empirical study show that the mode switch is an important option for improving performance in foreign markets. Uwe Sachse shows that, over the duration of foreign business activity, companies pursue characteristic internationalisation pathways through their choice of mode.