Scholarlink

<p>Firms’ internationalization journeys often exhibit irregularities and interruptions—temporary or permanent foreign market exits, re-entries, and/or new entries. Yet, the role of critical events or discontinuous ‘happenings’ that affect internationalization pathways is not well understood in international business research. Drawing from qualitative analysis of Brazilian exporters experiencing continuous disruptions or shocks, we develop an integrated model using event system approach (ESA). We provide novelty by theorizing how <i>continuous disruption</i> caused by <i>critical events</i> at <i>multiple</i> (environmental, firm, individual) <i>levels</i> leads to an increase in perceived vulnerability and shifts managerial decision-making to mixing predictive and non-predictive strategies. The latter strategy is rational for resilience-building, yet causes irregular (de- and re-internationalization) and interrupted (switching) international pathways. Our unique contribution is an integrated causal model demonstrating how events characterized by <i>strength, time,</i> and <i>space</i> drive managers’ strategic response to reduce vulnerability by temporarily or permanently ‘switching’ foreign market engagement.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Irregular and Interrupted Internationalization Pathways: An Event System Approach to Understand the Role of Critical Events

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年12月9日

查看全文
  • Luisa Campos,
  • Susan Freeman,
  • Tiia Vissak,
  • S. Tamer Cavusgil

摘要

Firms’ internationalization journeys often exhibit irregularities and interruptions—temporary or permanent foreign market exits, re-entries, and/or new entries. Yet, the role of critical events or discontinuous ‘happenings’ that affect internationalization pathways is not well understood in international business research. Drawing from qualitative analysis of Brazilian exporters experiencing continuous disruptions or shocks, we develop an integrated model using event system approach (ESA). We provide novelty by theorizing how continuous disruption caused by critical events at multiple (environmental, firm, individual) levels leads to an increase in perceived vulnerability and shifts managerial decision-making to mixing predictive and non-predictive strategies. The latter strategy is rational for resilience-building, yet causes irregular (de- and re-internationalization) and interrupted (switching) international pathways. Our unique contribution is an integrated causal model demonstrating how events characterized by strength, time, and space drive managers’ strategic response to reduce vulnerability by temporarily or permanently ‘switching’ foreign market engagement.