Evaluation if nonlinear internationalizers are successful or not*
| Source | Answer |
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| Main generative AI chatbots | |
| ChatGPT Plus | “Nonlinear internationalizers, or firms that have repeatedly de-internationalized and re-internationalized, can indeed be considered successful under certain conditions. The success of these firms often hinges on the specific context of their internationalization activities. For instance, if the markets they operate in are small and the costs associated with exiting and re-entering these markets are low, then this pattern of entering and leaving can be a viable strategy. Success in this scenario is not strictly defined by constant market presence but rather by the strategic flexibility to adapt to changing market conditions and opportunities” Source
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| Google Gemini | “The success of nonlinear internationalizers, firms that have undergone multiple cycles of de-internationalization and re-internationalization, is a complex issue with no definitive answer in scientific research. Here’s what we know: Arguments for Success:
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Arguments Against Success:
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| The Verdict: Context Matters Scientific research suggests that the success of nonlinear internationalizers depends heavily on context. Factors such as:
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| Further Research Needed While research is ongoing, the long-term performance of nonlinear internationalizers remains a topic of debate. More studies are needed to understand the specific conditions under which these firms can achieve sustainable success” Sources
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| Microsoft Copilot | “Nonlinear internationalizers, or firms that have undergone multiple cycles of de-internationalization and re-internationalization, can indeed be successful. However, their success is contingent on several factors. A study on a born global firm from Belarus showed that such a firm can experience nonlinear internationalization after initial rapid growth, and use some subsidiaries as bases for further gradual expansion1. This suggests that nonlinear internationalization can be a strategic choice for firms to optimize their international operations over time. Another study on German SME managers found that strategic factors such as equity financing in the internationalization process, appropriate market selection, proactive motives, and a long-term scope can drive SMEs’ international success2. These findings imply that the success of nonlinear internationalizers is not merely a function of their internationalization pattern, but also of their strategic decisions and resource allocation. However, it’s important to note that the success of nonlinear internationalizers can vary greatly depending on the specific circumstances of each firm, including their industry, home country environment, managerial capabilities, and other factors3” Sources
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| Perplexity | Nonlinear internationalizers, which are firms that have experienced multiple cycles of de- and re-internationalization, can be considered successful in certain contexts, according to recent research: Vissak and Francioni’s case study of an Italian machinery company found that nonlinear internationalization can be a successful strategy, as it allows firms to adapt to changing market conditions and take advantage of new opportunities. The authors argue that this exploratory study contributes to the emerging literature on serial nonlinear internationalization. Schweizer and Vahlne’s research explains that nonlinear internationalization can be driven by the role of individuals, such as managers, within the firm. Their decisions are influenced by biases, cognitive triggers, and social factors. The authors suggest that incorporating these microfoundations into the Uppsala model can help explain nonlinear internationalization patterns. Additionally, Vissak’s paper argues that nonlinear internationalization is an important but neglected topic in international business research. The author discusses how partial and complete de- and re-internationalization, as well as the internationalization of “born-again globals,” can be considered successful strategies in certain contexts. However, it’s important to note that the success of nonlinear internationalization likely depends on the specific industry, market conditions, and the firm’s ability to adapt to changing circumstances. Firms that engage in nonlinear internationalization may face challenges such as liability of foreignness and outsidership. In summary, while nonlinear internationalization can be a successful strategy for some firms, it is a complex phenomenon that requires further research to fully understand its implications for firm performance and international success Sources
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| Claude | The success of nonlinear internationalizers – firms that have undergone multiple cycles of de-internationalization and re-internationalization - is a complex topic in international business research. There isn’t a simple, universal answer as to whether these firms can be considered successful or not. The outcomes can vary depending on various factors such as industry context, firm resources, management capabilities, and external market conditions Some researchers have found that nonlinear internationalization can be a viable and even successful strategy for some firms. For instance:
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However, other studies have highlighted potential drawbacks:
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| It’s important to note that success in this context can be defined in various ways – financial performance, long-term survival, market share, or learning outcomes, among others While I can provide this general overview, I want to emphasize that I don’t have access to a current database of scientific literature. For the most up-to-date and accurate information, it would be best to consult recent academic publications in international business journals If you’re looking for specific studies on this topic, you might consider searching for works by researchers who have published on nonlinear internationalization, such as Tiia Vissak, Jorma Larimo, or Peter Gabrielsson. However, I can’t provide specific citations as I don’t have access to verify their most recent publications For a comprehensive and current understanding of this topic, I recommend conducting a systematic literature review using academic databases, focusing on recent publications in reputable international business journalsSources
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| Other generative AI chatbots | |
| Character AI | “A nonlinear internationalizer (a firm that has gone through cycles of de- and re-internationalization) can be considered successful if it has continued to grow and remain competitive in its market. There is evidence that firms that have undertaken a nonlinear approach to internationalization can be successful, with studies showing that they have often achieved higher levels of exports and exports-per-employee than linear internationalizers. However, it is important to note that there is no one-size-fits-all approach to internationalization, and firms should ultimately consider what approach best fits their own strategic goals and business model” Sources
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| ChatGPT Online | “There is limited scientific research specifically addressing the success of nonlinear internationalizers, as this concept is relatively new in the field of international business. However, we can draw some insights from existing literature on internationalization strategies and firm performance. Some studies suggest that firms that engage in frequent de- and re-internationalization may face higher levels of uncertainty and risk compared to firms that follow a more linear internationalization path. This could potentially impact their overall performance and success in the long run. Additionally, the costs associated with entering and exiting foreign markets multiple times can be significant and may erode a firm’s financial resources. On the other hand, some researchers argue that nonlinear internationalization strategies can be beneficial for firms in certain situations. For example, firms may choose to de-internationalize in response to changes in market conditions or to refocus their resources on core markets. Re-internationalization could then be a strategic response to new opportunities or market demand. In this sense, nonlinear internationalization can be seen as a flexible and adaptive approach to global expansion. Ultimately, the success of nonlinear internationalizers may depend on a variety of factors, including the firm’s industry, size, resources, and capabilities, as well as the specific contexts in which they operate. More research is needed to fully understand the implications of de- and re-internationalization for firm performance and success” Sources “I’m sorry, but I cannot provide specific sources for the information provided in the previous answer as it was generated based on my training data and programming. However, I can assure you that the information is based on a wide range of reputable sources, including textbooks, research papers, and websites.” |
| ColossalChat | “Nonlinear internationalizers (i.e. firms who have both entered and exited markets multiple times) can be seen in different ways depending on one’s perspective. From a strategic point of view, these companies may appear more agile than their linear counterparts due to their ability to quickly adjust their portfolio according to market conditions. On the other hand, they also face higher costs associated with learning curves each time they enter/exit a market. Therefore, it could be argued that while some nonlinear internationalizers might experience success, others may struggle to remain competitive over the long run. Ultimately, further research needs to be conducted to determine whether nonlinear internationalizers can be classified as ‘successful’ overall” Sources
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| AI-driven applications specifically designed for academic research | |
| Avidnote | “Based on a review of scientific sources, the of the success of nonlinear internationalizers, specifically firms that have undergone de-internationalization and re-internationalization multiple times, is a subject of nuanced interpretation. The evaluation of success in these cases is influenced by various factors and perspectives 1. Performance Metrics: One approach to assessing success is based on financial and operational performance metrics. Researchers like Majocchi, Bacchiocchi, and Mayrhofer (2005) argue that firms engaging in nonlinear internationalization strategies may experience fluctuations in performance due to the risks and challenges associated with entering and exiting different markets. Success may be measured by evaluating long-term financial stability, profitability, market share, and growth potential 2. Firm-Specific Factors: Studies like Hitt, Ireland, and Palia (1982) highlight that the success of nonlinear internationalizers may depend on firm-specific factors such as management capabilities, resource allocation, strategic orientation, and learning capabilities. Firms with well-developed strategic capabilities and adaptive learning processes may achieve better outcomes in terms of market re-entry and subsequent internationalization attempts 3. Industry Dynamics: The industry context can also influence the perception of success for nonlinear internationalizers. Research by Luo and Tung (2007) emphasizes that industries with high levels of turbulence and uncertainty may necessitate de-internationalization to mitigate risks and preserve resources. In such cases, success may be evaluated based on the ability to adapt to changing market conditions and take advantage of new opportunities 4. Stakeholder Perspectives: Success can also be framed from the perspective of different stakeholders. For instance, Calof and Beamish (1995) suggest that stakeholder assessments of success may vary between shareholders seeking financial returns, employees concerned about job stability, or governments focusing on economic benefits. Understanding and managing these diverse stakeholder expectations is crucial in evaluating the overall success of nonlinear internationalizers In summary, defining the success of nonlinear internationalizers is complex and multidimensional, taking into account performance metrics, firm-specific factors, industry dynamics, and stakeholder perspectives. It is important to consider these factors collectively when examining the success of firms that have experienced de- and re-internationalization multiple times, recognizing that success can be context-dependent and may vary across different dimensions” Sources It refused to provide publication information for these sources |
| Elicit | “The concept of nonlinear internationalization, particularly in the context of de- and re-internationalization, has been explored in several studies. Vissak (2013) and Zhang (2020) both found that firms with such patterns can still be successful, with Vissak (2013) noting that de-internationalization is not necessarily a sign of failure. Vissak (2012) further emphasized that de-internationalization does not always indicate failure. These findings suggest that nonlinear internationalizers can indeed be successful, with the potential for growth and expansion despite fluctuations in their international activities” Sources
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| PaperDigest | “Nonlinear internationalizers, firms that de- and re-internationalize several times, can be considered successful based on their unique strategies and circumstances. These firms, known as Serial Nonlinear Internationalizers (SNIs), may experience fluctuations in foreign involvement but can still achieve success. While some may view de- and re-internationalizations as failures, it is noted that such fluctuations are normal for many firms. Success in internationalization is not solely determined by a linear process, and firms can balance various factors to achieve their goals. Additionally, the internationalization process itself is not always straightforward, and firms may need to adapt their strategies over time. Therefore, the success of nonlinear internationalizers should be evaluated based on their ability to navigate challenges and capitalize on opportunities in the global market. [1] [3] [4] [8]” Sources [1] Serial nonlinear internationalization in practice: A case study … [2] A born global’s radical, gradual and nonlinear internationalization: A … [3] MVM’s Nonlinear Internationalization: A Case Study | Request PDF [4] Probl Zarz 1–20.indd [5] The incremental expansion of Born Internationals: A comparison of … [6] Which variables predict the internationalization type of academic … [7] The interplay of entrepreneurial and non-entrepreneurial … [8] Understanding the De‐internationalization of Entrepreneurial SMEs … [9] Rethinking internationalization processes: toward a circular framework [10] warwick.ac.uk/lib-publications Manuscript version: Author’s … |
| Scispace | “Nonlinear internationalizers, firms engaging in de- and re-internationalization multiple times, can be considered successful based on various factors. Research suggests that successful internationalization is not limited to a specific trajectory[1]. Re-internationalization can positively impact innovation outcomes[2], and academic spin-offs that internationalize rely on different financial agents, indicating success in obtaining resources[3]. Additionally, factors like international heritage and firm-specific competitive advantage influence re-internationalization and post-re-entry performance[4]. However, challenges like recontextualization may hinder success by affecting strategic fit and global integration efforts [5]. Overall, nonlinear internationalizers can achieve success through adaptive strategies, leveraging resources effectively, and capitalizing on their international experience and competitive advantages” Sources
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| Source | Answer |
|---|---|
| ChatGPT Plus | “Nonlinear internationalizers, or firms that have repeatedly de-internationalized and re-internationalized, can indeed be considered successful under certain conditions. The success of these firms often hinges on the specific context of their internationalization activities. For instance, if the markets they operate in are small and the costs associated with exiting and re-entering these markets are low, then this pattern of entering and leaving can be a viable strategy. Success in this scenario is not strictly defined by constant market presence but rather by the strategic flexibility to adapt to changing market conditions and opportunities” Vissak, Tiia, and Barbara Francioni, “Serial nonlinear internationalization in practice: A case study,” International Business Review (2013) |
| Google Gemini | “The success of nonlinear internationalizers, firms that have undergone multiple cycles of de-internationalization and re-internationalization, is a complex issue with no definitive answer in scientific research. Here’s what we know: |
Chrysochoidis, G., and Stathopoulos, A. (2013). The non-linear internationalization process of emerging market firms. Journal of International Business Studies, 44(5), 544–564 Javalgi, R. G., Terpstra, R., and Agarwal, S. (2011). Re-internationalization of born-global firms: A conceptual framework. Journal of International Entrepreneurship, 9(2), 151–174 Madsen, T. K., and Serrano, A. (2007). Leaving a negative mark: The effects of foreign market withdrawal on subsidiary performance. Strategic Management Journal, 28(11), 1129–1147 Morgan, E., Jones, P., and Zheng, Y. (2013). Learning from failure: How firms leverage re-internationalisation experiences. International Journal of Management, 34(1), 1–22 Serrano, A., Pedersen, T., and Shaver, P. (2017). The costs of international market exits and re-entries: A multilevel perspective. Strategic Management Journal, 38(2), 370–390 | |
| Microsoft Copilot | “Nonlinear internationalizers, or firms that have undergone multiple cycles of de-internationalization and re-internationalization, can indeed be successful. However, their success is contingent on several factors. A study on a born global firm from Belarus showed that such a firm can experience nonlinear internationalization after initial rapid growth, and use some subsidiaries as bases for further gradual expansion1. This suggests that nonlinear internationalization can be a strategic choice for firms to optimize their international operations over time. Another study on German SME managers found that strategic factors such as equity financing in the internationalization process, appropriate market selection, proactive motives, and a long-term scope can drive SMEs’ international success2. These findings imply that the success of nonlinear internationalizers is not merely a function of their internationalization pattern, but also of their strategic decisions and resource allocation. However, it’s important to note that the success of nonlinear internationalizers can vary greatly depending on the specific circumstances of each firm, including their industry, home country environment, managerial capabilities, and other factors3” Vissak, T., and Zhang, X. (2016). A born global’s radical, gradual and nonlinear internationalization: A case from Belarus. Journal of East European Management Studies, 21(2), 209–2301 Kraus, S., Mitter, C., Eggers, F., and Stieg, P. (2017). Drivers of internationalization success: a conjoint choice experiment on German SME managers. Review of Managerial Science, 11(4), 691–7162 Turcan, R. V. (2013). Serial nonlinear internationalization in practice: A case study. Journal of International Entrepreneurship, 11(4), 349–3723 |
| Perplexity | Nonlinear internationalizers, which are firms that have experienced multiple cycles of de- and re-internationalization, can be considered successful in certain contexts, according to recent research: Vissak and Francioni’s case study of an Italian machinery company found that nonlinear internationalization can be a successful strategy, as it allows firms to adapt to changing market conditions and take advantage of new opportunities. The authors argue that this exploratory study contributes to the emerging literature on serial nonlinear internationalization. Schweizer and Vahlne’s research explains that nonlinear internationalization can be driven by the role of individuals, such as managers, within the firm. Their decisions are influenced by biases, cognitive triggers, and social factors. The authors suggest that incorporating these microfoundations into the Uppsala model can help explain nonlinear internationalization patterns. Additionally, Vissak’s paper argues that nonlinear internationalization is an important but neglected topic in international business research. The author discusses how partial and complete de- and re-internationalization, as well as the internationalization of “born-again globals,” can be considered successful strategies in certain contexts. However, it’s important to note that the success of nonlinear internationalization likely depends on the specific industry, market conditions, and the firm’s ability to adapt to changing circumstances. Firms that engage in nonlinear internationalization may face challenges such as liability of foreignness and outsidership. In summary, while nonlinear internationalization can be a successful strategy for some firms, it is a complex phenomenon that requires further research to fully understand its implications for firm performance and international success Vissak, T., and Francioni, B. (2013). Serial nonlinear internationalization in practice: A case study. International Business Review, 22(6), 951–962 Vissak, T. (2010). Nonlinear internationalization: A neglected topic in international business research. In T. Devinney, T. Pedersen, and L. Tihanyi (Eds.), Advances in international management. Vol. 23: The past, present and future of international business and management (pp. 559–580). New York: Emerald Vissak, T., and Francioni, B. (2020). Re-internationalization forms and impact factors: four cases. Problemy Zarządzania – Management Issues 28(1), 27–53 Vissak, T., Francioni, B. and Freeman, S. (2020). Foreign market entries, exits and re-entries: the role of knowledge, network relationships and decision-making logic. International Business Review 29(1), 101592 Vissak, T., and Masso, J. (2015). Export patterns: Typology development and application to Estonian data. International Business Review, 24(4), 652–664 Vissak, T., and Francioni, B. (2012). MVM’s Nonlinear Internationalization: A Case Study. Journal of East-West Business, 18(4), 275–300 |
| Claude | The success of nonlinear internationalizers – firms that have undergone multiple cycles of de-internationalization and re-internationalization - is a complex topic in international business research. There isn’t a simple, universal answer as to whether these firms can be considered successful or not. The outcomes can vary depending on various factors such as industry context, firm resources, management capabilities, and external market conditions Flexibility and adaptability: Nonlinear internationalization may reflect a firm’s ability to adapt to changing market conditions, which can be seen as a form of strategic flexibility Learning opportunities: The process of de- and re-internationalization can provide valuable learning experiences, potentially improving a firm’s capabilities for future international ventures Resource optimization: In some cases, temporary withdrawal from certain markets might allow firms to reallocate resources more efficiently |
| However, other studies have highlighted potential drawbacks: Costs and inefficiencies: Repeated entry and exit from markets can be costly and may lead to inefficiencies Reputational damage: Inconsistent market presence might negatively impact a firm’s reputation with customers and partners in international markets Loss of market knowledge: Periods of de-internationalization might result in the loss of market-specific knowledge and networks | |
| It’s important to note that success in this context can be defined in various ways – financial performance, long-term survival, market share, or learning outcomes, among others Vissak, T. (2010). MVM’s Nonlinear Internationalization: A Case Study. Journal of East-West Business, 18(4), 275–300 Vissak, T., and Francioni, B. (2013). Serial nonlinear internationalization in practice: A case study. International Business Review, 22(6), 951–962 Vissak, T. (2021). Forms of Firms’ Nonlinear Internationalization. Advances in Economics, Business and Management Research, 186, 243–248 Benito, G. R., and Welch, L. S. (1997). De-internationalization. MIR: Management International Review, 7–25 | |
| Character | “A nonlinear internationalizer (a firm that has gone through cycles of de- and re-internationalization) can be considered successful if it has continued to grow and remain competitive in its market. There is evidence that firms that have undertaken a nonlinear approach to internationalization can be successful, with studies showing that they have often achieved higher levels of exports and exports-per-employee than linear internationalizers. However, it is important to note that there is no one-size-fits-all approach to internationalization, and firms should ultimately consider what approach best fits their own strategic goals and business model” “International Firm Growth: The Role of Nonlinear Internationalization in the United States” by James R. Davis Jr. and Chris J. Wood “The Effects of Nonlinear Internationalization on Firm Performance” by Brian E. Hall and Ronald M. Cohen An article published in the Journal of International Marketing called “The Role of Nonlinear Internationalization Strategies in Emerging Markets: The Case of Japanese Automakers” |
| ChatGPT Online | “There is limited scientific research specifically addressing the success of nonlinear internationalizers, as this concept is relatively new in the field of international business. However, we can draw some insights from existing literature on internationalization strategies and firm performance. Some studies suggest that firms that engage in frequent de- and re-internationalization may face higher levels of uncertainty and risk compared to firms that follow a more linear internationalization path. This could potentially impact their overall performance and success in the long run. Additionally, the costs associated with entering and exiting foreign markets multiple times can be significant and may erode a firm’s financial resources. On the other hand, some researchers argue that nonlinear internationalization strategies can be beneficial for firms in certain situations. For example, firms may choose to de-internationalize in response to changes in market conditions or to refocus their resources on core markets. Re-internationalization could then be a strategic response to new opportunities or market demand. In this sense, nonlinear internationalization can be seen as a flexible and adaptive approach to global expansion. Ultimately, the success of nonlinear internationalizers may depend on a variety of factors, including the firm’s industry, size, resources, and capabilities, as well as the specific contexts in which they operate. More research is needed to fully understand the implications of de- and re-internationalization for firm performance and success” |
| ColossalChat | “Nonlinear internationalizers (i.e. firms who have both entered and exited markets multiple times) can be seen in different ways depending on one’s perspective. From a strategic point of view, these companies may appear more agile than their linear counterparts due to their ability to quickly adjust their portfolio according to market conditions. On the other hand, they also face higher costs associated with learning curves each time they enter/exit a market. Therefore, it could be argued that while some nonlinear internationalizers might experience success, others may struggle to remain competitive over the long run. Ultimately, further research needs to be conducted to determine whether nonlinear internationalizers can be classified as ‘successful’ overall” “Internationalization Processes of Nonlinear Internationalisers” by J.A.M. van Praag “Exploring the Determinants of Nonlinear Internationalization Decisions” by S. Kumar The Balance Small Business Harvard Business Review |
| Avidnote | “Based on a review of scientific sources, the of the success of nonlinear internationalizers, specifically firms that have undergone de-internationalization and re-internationalization multiple times, is a subject of nuanced interpretation. The evaluation of success in these cases is influenced by various factors and perspectives |
| Elicit | “The concept of nonlinear internationalization, particularly in the context of de- and re-internationalization, has been explored in several studies. Vissak (2013) and Zhang (2020) both found that firms with such patterns can still be successful, with Vissak (2013) noting that de-internationalization is not necessarily a sign of failure. Vissak (2012) further emphasized that de-internationalization does not always indicate failure. These findings suggest that nonlinear internationalizers can indeed be successful, with the potential for growth and expansion despite fluctuations in their international activities” Vissak, T., and Francioni, B. (2013). Serial nonlinear internationalization in practice: A case study. International Business Review, 22(6), 951–962 Zhang, X., Aman, R., Zhang, J. H., and Xi, Y. (2020). Serial nonlinearities in firm’s internationalisation process: case evidence from China. International Journal of Export Marketing, 3(3), 219–244 Vissak, T., Francioni, B., and Musso, F. (2012). MVM’s nonlinear internationalization: A case study. Journal of East-West Business, 18(4), 275–300 Vissak, T., and Zhang, X. (2016). A born global’s radical, gradual and nonlinear internationalization: A case from Belarus. Journal of East European Management Studies, 209–230 |
| PaperDigest | “Nonlinear internationalizers, firms that de- and re-internationalize several times, can be considered successful based on their unique strategies and circumstances. These firms, known as Serial Nonlinear Internationalizers (SNIs), may experience fluctuations in foreign involvement but can still achieve success. While some may view de- and re-internationalizations as failures, it is noted that such fluctuations are normal for many firms. Success in internationalization is not solely determined by a linear process, and firms can balance various factors to achieve their goals. Additionally, the internationalization process itself is not always straightforward, and firms may need to adapt their strategies over time. Therefore, the success of nonlinear internationalizers should be evaluated based on their ability to navigate challenges and capitalize on opportunities in the global market. [1] [3] [4] [8]” |
| Scispace | “Nonlinear internationalizers, firms engaging in de- and re-internationalization multiple times, can be considered successful based on various factors. Research suggests that successful internationalization is not limited to a specific trajectory[1]. Re-internationalization can positively impact innovation outcomes[2], and academic spin-offs that internationalize rely on different financial agents, indicating success in obtaining resources[3]. Additionally, factors like international heritage and firm-specific competitive advantage influence re-internationalization and post-re-entry performance[4]. However, challenges like recontextualization may hinder success by affecting strategic fit and global integration efforts [5]. Overall, nonlinear internationalizers can achieve success through adaptive strategies, leveraging resources effectively, and capitalizing on their international experience and competitive advantages” Vissak, T. (2023). A literature review on CEE firms’ internationalization: success measurement, achievement and outcomes. Review of International Business and Strategy, 33(5), 740–762 Brannen, M. Y. (2023). Recontextualization in International Business. In Oxford Research Encyclopedia of Business and Management Freixanet, J., Rialp, J., and Angulo-Ruiz, F. (2022). The impact of cycles of de-internationalization and re-internationalization on innovation. In Academy of Management Proceedings (Vol. 2022, No. 1, p. 10413). Briarcliff Manor, NY 10510: Academy of Management Fernández-Alles, M. D. L. L., Camelo-Ordaz, C., Diánez-González, J. P., and Castillo-Rodríguez, E. C. (2023). Linear and non-linear patterns of internationalisation and funding in academic spin-offs. Venture Capital, 25(3), 285–315 |
Note(s):
*Answers to the following question: Please explain based on scientific sources if nonlinear internationalizers (firms that have de- and re-internationalized several times) can be considered successful or not
Source(s): Authors’ own work
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