دانلود رایگان مقاله انگلیسی سرعت اینترنت، منابع و عملکرد: صنعت نرم افزار هند - الزویر 2019

ABSTRACT

Rapid internationalization provides firms with quick access to global markets, but also constrains their capacity to absorb the expansion. Identifying the resources and capabilities that are most likely to moderate the relationship between rapid internationalization and performance is, therefore, of great interest. We focus on the software service industry in the specific context of the Indian emerging economy and investigate the role of linkage, leverage and learning capabilities. We use a unique longitudinal dataset from the Indian software sector as a setting to test our posited relationships and our findings largely support our predictions.

Discussion

We used the LLL perspective to identify resources that can moderate the SI-P relationship in the context of Indian software companies. Our empirical tests showed that rapid internationalization constitutes an effective strategy for EMNEs that have developed strong linkage capabilities. We find strong evidence for firms to establish internal linkages. Our results recommend to the managers of service EMNEs to go for an internationally renowned accreditation, such as CMMI level-5 accreditation in the case of software firms, before they begin to internationalize rapidly. Such quality certifications signal to potential clients the ability of a firm to undertake larger and more complex projects (e.g., Arora, Arunachalam, Asundi, & Fernandes, 2001). In line with the LLL perspective, we found external linkage capabilities to be significantly moderating the SI-P relationship. However, our measure (the relative importance of the software developers) showed an opposite result. It seems that rapidly internationalizing EMNEs need to emphasize equally on acquiring marketing, administrative, or other managerial talent. It seems that EMNEs' marketing and administrative staff enables the firms to link with not only clients but also other stakeholders in order to gain legitimacy and reduce the liability of outsidership in a new host country. Therefore, by trading off their technical talent for other types of human resources, these firms are likely to be in a better position to overcome the issues resulting from rapid internationalization. To that extent, our results support the prior work by Sapienza et al. (2006) who underscore a need to grow managerial talent for an internationalizing firm as managers are required to establish routines in order to capture and facilitate information flow in an internationalizing firm. At the same time, our results (that favor administrative and marketing staff over technical staff) indicate the importance of linkages with not only clients (as stated by the LLL perspective) but also host country institutions.