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From fragile to agile: marketing as a key driver of entrepreneurial internationalization
Purpose The purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers. Design/methodology/approach The study is based on in-depth case studies of f...
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| Published in: | International marketing review 2019-05, Vol.36 (2), p.260-288 |
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| Main Authors: | , , |
| Format: | Article |
| Language: | English |
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| cited_by | cdi_FETCH-LOGICAL-c400t-b14d50102c1f496b8cb840e65ac3bfc3d697046904d3cb9bb395a740091951d93 |
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| cites | cdi_FETCH-LOGICAL-c400t-b14d50102c1f496b8cb840e65ac3bfc3d697046904d3cb9bb395a740091951d93 |
| container_end_page | 288 |
| container_issue | 2 |
| container_start_page | 260 |
| container_title | International marketing review |
| container_volume | 36 |
| creator | Hagen, Birgit Zucchella, Antonella Ghauri, Pervez Nasim |
| description | Purpose
The purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.
Design/methodology/approach
The study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.
Findings
Strategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.
Practical implications
The findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.
Originality/value
Strategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm. |
| doi_str_mv | 10.1108/IMR-01-2018-0023 |
| format | article |
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The purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.
Design/methodology/approach
The study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.
Findings
Strategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.
Practical implications
The findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.
Originality/value
Strategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.</description><identifier>ISSN: 0265-1335</identifier><identifier>EISSN: 1758-6763</identifier><identifier>DOI: 10.1108/IMR-01-2018-0023</identifier><language>eng</language><publisher>London: Emerald Publishing Limited</publisher><subject>Crowdfunding ; Customer relationship management ; Customers ; Entrepreneurs ; Entrepreneurship ; Flexibility ; Globalization ; Market strategy ; Marketing ; Product development ; Strategic management ; Strategic planning ; Studies ; Teams ; Value chain</subject><ispartof>International marketing review, 2019-05, Vol.36 (2), p.260-288</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited 2018</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c400t-b14d50102c1f496b8cb840e65ac3bfc3d697046904d3cb9bb395a740091951d93</citedby><cites>FETCH-LOGICAL-c400t-b14d50102c1f496b8cb840e65ac3bfc3d697046904d3cb9bb395a740091951d93</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.proquest.com/docview/2227361752/fulltextPDF?pq-origsite=primo$$EPDF$$P50$$Gproquest$$H</linktopdf><linktohtml>$$Uhttps://www.proquest.com/docview/2227361752?pq-origsite=primo$$EHTML$$P50$$Gproquest$$H</linktohtml><link.rule.ids>315,786,790,11715,27957,27958,36095,44398,75252</link.rule.ids></links><search><creatorcontrib>Hagen, Birgit</creatorcontrib><creatorcontrib>Zucchella, Antonella</creatorcontrib><creatorcontrib>Ghauri, Pervez Nasim</creatorcontrib><title>From fragile to agile: marketing as a key driver of entrepreneurial internationalization</title><title>International marketing review</title><description>Purpose
The purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.
Design/methodology/approach
The study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.
Findings
Strategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.
Practical implications
The findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.
Originality/value
Strategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.</description><subject>Crowdfunding</subject><subject>Customer relationship management</subject><subject>Customers</subject><subject>Entrepreneurs</subject><subject>Entrepreneurship</subject><subject>Flexibility</subject><subject>Globalization</subject><subject>Market strategy</subject><subject>Marketing</subject><subject>Product development</subject><subject>Strategic management</subject><subject>Strategic planning</subject><subject>Studies</subject><subject>Teams</subject><subject>Value chain</subject><issn>0265-1335</issn><issn>1758-6763</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2019</creationdate><recordtype>article</recordtype><sourceid>M0C</sourceid><recordid>eNptkMFLwzAUh4MoOKd3jwHPcS9JkzbeZDgdTARR8BbS9nVk69qZtML86-02L4Kn9zv8vsd7HyHXHG45h2wyf35lwJkAnjEAIU_IiKcqYzrV8pSMQGjFuJTqnFzEuAIAqTmMyMcstBtaBbf0NdKupYdwRzcurLHzzZK6SB1d446WwX9hoG1FsekCbgM22AfvauqbDkPjOt82rvbfh3BJzipXR7z6nWPyPnt4mz6xxcvjfHq_YEUC0LGcJ6UCDqLgVWJ0nhV5lgBq5QqZV4UstUkh0QaSUha5yXNplEsH1HCjeGnkmNwc925D-9lj7Oyq7Ydj6miFEOnwZarE0IJjqwhtjAEruw1--HFnOdi9Pzv4s8Dt3p_d-xuQyRHBDQZXl_8Rf4zLH9U7cN8</recordid><startdate>20190520</startdate><enddate>20190520</enddate><creator>Hagen, Birgit</creator><creator>Zucchella, Antonella</creator><creator>Ghauri, Pervez Nasim</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M2M</scope><scope>M2O</scope><scope>MBDVC</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>PSYQQ</scope><scope>Q9U</scope></search><sort><creationdate>20190520</creationdate><title>From fragile to agile: marketing as a key driver of entrepreneurial internationalization</title><author>Hagen, Birgit ; Zucchella, Antonella ; Ghauri, Pervez Nasim</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c400t-b14d50102c1f496b8cb840e65ac3bfc3d697046904d3cb9bb395a740091951d93</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2019</creationdate><topic>Crowdfunding</topic><topic>Customer relationship management</topic><topic>Customers</topic><topic>Entrepreneurs</topic><topic>Entrepreneurship</topic><topic>Flexibility</topic><topic>Globalization</topic><topic>Market strategy</topic><topic>Marketing</topic><topic>Product development</topic><topic>Strategic management</topic><topic>Strategic planning</topic><topic>Studies</topic><topic>Teams</topic><topic>Value chain</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hagen, Birgit</creatorcontrib><creatorcontrib>Zucchella, Antonella</creatorcontrib><creatorcontrib>Ghauri, Pervez Nasim</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>Research Library Prep</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Psychology Database</collection><collection>Research Library</collection><collection>Research Library (Corporate)</collection><collection>One Business (ProQuest)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central China</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><jtitle>International marketing review</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Hagen, Birgit</au><au>Zucchella, Antonella</au><au>Ghauri, Pervez Nasim</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>From fragile to agile: marketing as a key driver of entrepreneurial internationalization</atitle><jtitle>International marketing review</jtitle><date>2019-05-20</date><risdate>2019</risdate><volume>36</volume><issue>2</issue><spage>260</spage><epage>288</epage><pages>260-288</pages><issn>0265-1335</issn><eissn>1758-6763</eissn><abstract>Purpose
The purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.
Design/methodology/approach
The study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.
Findings
Strategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.
Practical implications
The findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.
Originality/value
Strategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.</abstract><cop>London</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/IMR-01-2018-0023</doi><tpages>29</tpages><oa>free_for_read</oa></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0265-1335 |
| ispartof | International marketing review, 2019-05, Vol.36 (2), p.260-288 |
| issn | 0265-1335 1758-6763 |
| language | eng |
| recordid | cdi_proquest_journals_2227361752 |
| source | ABI/INFORM Global; Emerald:Jisc Collections:Emerald Subject Collections HE and FE 2024-2026:Emerald Premier (reading list) |
| subjects | Crowdfunding Customer relationship management Customers Entrepreneurs Entrepreneurship Flexibility Globalization Market strategy Marketing Product development Strategic management Strategic planning Studies Teams Value chain |
| title | From fragile to agile: marketing as a key driver of entrepreneurial internationalization |
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