Publication Type

Journal Article

Version

publishedVersion

Publication Date

12-2022

Abstract

Recent advances in digitalization and increasing integration of international markets are paving the way for a new generation of firms to use non-traditional entry modes that are largely marginalized in previous entry mode studies. While extant research revolves around the level of resource commitment and control in foreign activities, non-traditional modes are encapsulated by the extent of embeddedness required for exploring new and/or exploiting existing resources. In particular, we draw attention to four such categories of non-traditional entry modes the literature has touched on, i.e., capital access, innovation outposts, virtual presence, and the managed ecosystem. We explore the key attributes, antecedents, and strategic implications of these modes. Our paper highlights the need for enriching current entry mode research by considering a broader range of entry mode activities available to firms as well as employing new theoretical perspectives to understand the complex phenomena of internationalization.

Keywords

Entry mode, digital, platform ecosystems, embeddedness, networks, capital market

Discipline

International Business | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Journal of International Business Studies

Volume

53

Issue

9

First Page

2088

Last Page

2115

ISSN

0047-2506

Identifier

10.1057/s41267-022-00521-x

Publisher

Palgrave Macmillan

Copyright Owner and License

Authors-CC-BY

Creative Commons License

Creative Commons Attribution 4.0 International License
This work is licensed under a Creative Commons Attribution 4.0 International License.

Additional URL

https://doi.org/10.1057/s41267-022-00521-x

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