Table 2 Legs and hands Variables and... | Emerald Publishing

Table 2

Legs and hands

		Variables and indicators (examples)
Legs	Business model transferability (Bhardwaj et al., 2011)	Business model evaluation with respect to the psychic distance of the target country market
	Firm size and presence at a global level (Dib et al., 2010)	Timespan between the foundation and the beginning of international activities Turnover First year of exporting Export share
	Geographic scope of international operations (Dib et al., 2010; Musso and Francioni, 2012)	Number of units at the international level Foreign assets Foreign employees
	Availability of tangible and intangible resources: scarcity and inimitability (Moen and Servais, 2002; Dib et al., 2010; Bhardwaj et al., 2011)	Financials (for the entire corporation and for each subsidiary/country): ratio between liability and balance sheet; net cash percentage for investments and credit strength assessment Physic resources (for the entire corporation and for each subsidiary/country): value of fixed assets; average age of plants; plant scale and flexibility of plants and equipment Technology (for the entire corporation and for each subsidiary/country): number and relevance of patents; revenue from the sale of patent licences and staff employed in R&D compared to the total Reputation (for the entire corporation and for each subsidiary/country): brand awareness; premium price; brand/customer loyalty Human resources (for the entire corporation and for each subsidiary/country): international education and technical qualification of employees; wage level compared to the sector/country; conflict data and staff turnover
Hands	Firm's culture (Moen and Servais, 2002)	Assessment of the firm's culture: international vision; culture for exploring opportunities; boldness in decision-making and conservativeness in the international environment
	Core competences (Hamel and Prahalad, 1994; Bhardwaj et al., 2011)	Economies of scope and technological synergies among different country/business Knowledge of customers, product adaptations, effective pricing, effective advertising, effective distribution and ability to use marketing tools for differentiation
	Possibility of leveraging competitive advantage at a global level (Porter, 2000; Spulber, 2007; Benevolo, 2013)	Network/global supply chain: size and articulation
	Dynamic capabilities (Teece et al., 1997; Teece, 2017): sensing; seizing and transformational	Sensing: new strategic plans, new hypotheses about market and technological evolution, identification of unmet needs, etc. Seizing: capacity of building a global supply chain, establishing alliances and joint ventures and much more Transformational: new marketing policies and new routines

		Variables and indicators (examples)
Legs	Business model transferability (Bhardwaj et al., 2011)	Business model evaluation with respect to the psychic distance of the target country market
	Firm size and presence at a global level (Dib et al., 2010)	Timespan between the foundation and the beginning of international activities Turnover First year of exporting Export share
	Geographic scope of international operations (Dib et al., 2010; Musso and Francioni, 2012)	Number of units at the international level Foreign assets Foreign employees
	Availability of tangible and intangible resources: scarcity and inimitability (Moen and Servais, 2002; Dib et al., 2010; Bhardwaj et al., 2011)	Financials (for the entire corporation and for each subsidiary/country): ratio between liability and balance sheet; net cash percentage for investments and credit strength assessment Physic resources (for the entire corporation and for each subsidiary/country): value of fixed assets; average age of plants; plant scale and flexibility of plants and equipment Technology (for the entire corporation and for each subsidiary/country): number and relevance of patents; revenue from the sale of patent licences and staff employed in R&D compared to the total Reputation (for the entire corporation and for each subsidiary/country): brand awareness; premium price; brand/customer loyalty Human resources (for the entire corporation and for each subsidiary/country): international education and technical qualification of employees; wage level compared to the sector/country; conflict data and staff turnover
Hands	Firm's culture (Moen and Servais, 2002)	Assessment of the firm's culture: international vision; culture for exploring opportunities; boldness in decision-making and conservativeness in the international environment
	Core competences (Hamel and Prahalad, 1994; Bhardwaj et al., 2011)	Economies of scope and technological synergies among different country/business Knowledge of customers, product adaptations, effective pricing, effective advertising, effective distribution and ability to use marketing tools for differentiation
	Possibility of leveraging competitive advantage at a global level (Porter, 2000; Spulber, 2007; Benevolo, 2013)	Network/global supply chain: size and articulation
	Dynamic capabilities (Teece et al., 1997; Teece, 2017): sensing; seizing and transformational	Sensing: new strategic plans, new hypotheses about market and technological evolution, identification of unmet needs, etc. Seizing: capacity of building a global supply chain, establishing alliances and joint ventures and much more Transformational: new marketing policies and new routines

Source(s): Our elaboration