دانلود رایگان مقاله بین المللی کردن شرکت های خدماتی از اقتصادهای نوظهور: چشم انداز داخلی

Discussion

Implications for managerial practice Following the rationale set out in Figure 1, this study contributes to managerial practice by guiding executives of service firms on how they can expand internationally while their internal resources and capabilities are weak. Likewise, our study advises why internationalizing under these conditions can be a productive competitive strategy: to pre-empt or catch-up with competitors by differentiating product and service portfolio through an international presence. Initially, service firms from emerging economies lacking country and firm-specific competitive advantages should build up a limited presence abroad to obtain more competitive access to financial resources and to intangibles such as information on international markets or reputational benefits derived from their foreign footprint. By shopping around for financial resources on the global market place, they will be able to offer more competitive financing to their domestic clients than their purely domestically operating competitors. In addition, they will be able to support their clients’ internationalization process by providing them with information and knowledge on foreign trade and investment opportunities obtained from partners, clients and government agencies abroad. Specifically, by advertising their foreign presence to their domestic clients, highlighting their international branch network in main financial centres, service firms can raise their reputations. Similarly, service firms can differentiate their reputations vis-à-vis their domestic clients by inviting business journalists to report on their international presence.