000			02721naa a2200217uu 4500
001			0031910060737
003			OSt
005			20190211170509.0
008			100319s2008 xx ||||gr |0|| 0 eng d
100	1		_aSASI, Viveca _939035
245	1	0	_aInternational new ventures and social networking advantage or liability?
260			_aDorchester : _bElsevier, _cDecember 2008
520	3		_aThis research seeks to expand our knowledge of the role of networks, particularly social networks, in the rapid internationalisation process. To deepen our understanding of this process, we review the network approach on internationalisation in light of the social network perspective and recently published empirical findings on the internationalisation of International New Ventures (INVs). We also analyse the internationalisation process of ten Information and Communication Technology (ICT) case companies from Finland.
520	3		_aThe findings in the study reveal, in line with the network theory of internationalisation that the case firms gained access to and mobilised resources through established long-term relationships [Johanson, J. and Mattson, L. G. (1987) Interorganizational relations in industria systems: a network approach compared with the transaction-cost approach. International Studies of Management & Organization, 17(1), 34-48, Johason, J. and Mattson, L.G. (1998) Internationalization in industrial systems - a network approach. In Strategies in global competition, (eds) N. Hood, and L. E. Vahlne, Croom Helm, London], but the relationships were those of the founders, not those of the firms. The relationships are characterised by a high level of trust and commitement, and particularly in the early phases of internationalisation, Ths INVs focus on exploiting the existing ties instead of adding new ties a path dependent process.
520	3		_aWe find it is useful to divide the internationalisation process into two phases: early internationalisation, which is aimed at gaining access to global business; and subsequent international/global growth. The empirical evidence shows that those firms who rely on dyadic relationships are able to complete the first phase successfully. The dyadic relationships, however, become a limitation during the phase of international growth. Only those firms that manage to complete the transition from dyadic relationships to multilateral network relationship achieve significant international growth.
700	1		_aARENIUS, Pia _939036
773	0	8	_tEuropean Management Journal _g26, 6, p. 400-411 _dDorchester : Elsevier, December 2008 _xISSN 02632373 _w
942			_cS
998			_a20100319 _b1006^b _cDaiane
998			_a20100322 _b1642^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c31970 _d31970
041			_aeng