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When do domestic alliances help ventures abroad? Direct and effects from a learning perspective
While the importance of strategic alliances for new venture internationalization is well acknowledged, the effect of domestic partners remains less understood. Building on organizational learning theory's vicarious learning arguments, we suggest that internationally experienced domestic partne...
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| Format: | Article |
| Language: | English |
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2014
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| LEADER | 01321nab a22001817a 4500 | ||
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| 008 | 160615b2014 xxu||||| |||| 00| 0 eng d | ||
| 100 | |a Milanov, Hana | ||
| 245 | |a When do domestic alliances help ventures abroad? Direct and effects from a learning perspective |c Milanov, Hana. | ||
| 260 | |c 2014 | ||
| 300 | |a 377-391 | ||
| 520 | |a While the importance of strategic alliances for new venture internationalization is well acknowledged, the effect of domestic partners remains less understood. Building on organizational learning theory's vicarious learning arguments, we suggest that internationally experienced domestic partners positively influence new ventures' international intensity. Moreover, acknowledging that ventures may have multiple learning sources, we argue that the effect is more pronounced when substituting for the lack of new ventures' top management teams' international experience, or when complementing the insights about foreign markets received from foreign alliance partners. The analysis of 194 publicly held new ventures largely supports our hypotheses. | ||
| 650 | |a Organizational Learning | ||
| 650 | |a Partner Location | ||
| 650 | |a Internationalization | ||
| 650 | |a Strategic Alliances | ||
| 650 | |a International Entrepreneurship | ||
| 773 | |a Journal of Business Venturing |d May | ||
| 999 | |c 42015 |d 42015 | ||