Strategic Entrepreneurship Journal – Volume 17, Issue 3, pg. 802-829, DOI: https://doi.org/10.1002/sej.1474
Business modeling under adversity: Resilience in international firms
Galkina, T., Atkova, I., Gabrielsson, P.
This study employs resilience theory and examines the dynamics of business modeling in international firms that enable them to resist environmental shocks under the adverse conditions of a global pandemic. Our multiple-case study shows that firms develop various dynamic states of their business models (BMs) during the resilience process; each state differs in terms of the scope of BM change and the concurrent degree of BM innovativeness. Shifts in dynamic states result from attaining certain resilience capabilities. We contribute to the dynamic view on BMs, and the process perspective on organizational resilience; we also advance BM research in the context of internationalization.
Management International Review— Volume 64, pages 279–302, DOI: https://doi.org/10.1007/s11575-024-00532-w
Born Global Maturity: Strategic Aspects and Performance
Efrat, K., Asseraf, Y.
Born global firms (BGs) contribute significantly to economic growth, but few studies have examined the post-internationalization stage of BGs. In addition, studies of the impact of changes in strategic aspects as BGs mature on BG performance and survival have yielded conflicting results. To address this gap in knowledge, the present study examines the relationships between intelligence generation and innovation orientation, and branding strategies as moderated by maturity. The data were received from 133 senior managers of BGs of various ages. The analysis shows that BG maturity negatively moderates the relationship between intelligence generation and functional branding strategy but does not influence the relationships of innovation orientation with branding strategies. Furthermore, emotional branding showed stable association with both financial and market performance indicators. This study demonstrates that maturity affects the orientations and performance of BGs and calls for a reassessment of the competitive international strategy of BGs at the post-entry stage.