Abstract

The growth of new venture internationalization has arisen the inclination to re-examine the ”strategic logic” behind entry into international markets (e.g. Oviatt and McDougall 1994, Lu and Beamish 2001). Entrepreneurs are facing the imperative of sourcing internationally in order to achieve the widely promulgated financial and strategic benefits generated by geographically dispersed value chains (McDougall et al. 1994, McGrath and MacMillan 1992). Yet, it is unclear why some of the enterprises of more recent chronology do manage to successfully internationalize their sourcing activities within their value chains whilst others do not. This suggests that we are failing to fully comprehend the underlying ”strategic logic” for international sourcing.

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