International gatekeepers: How to integrate domestic networks and international relations |
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| Institution: | 1. Department of Management, University of Granada, Spain;2. Birmingham Business School, University of Birmingham, United Kingdom;3. Nova School of Business and Economics, Universidade Nova, Lisbon, Portugal;1. National Research Base of Intelligent Manufacturing Service, Chongqing Technology and Business University, Chongqing, 400067, China;2. School of Business Management, Hongik University, Sejong, 30016, South Korea;3. Leeds University Business School, The University of Leeds, Leeds, LS2 9JT, UK;4. College of Business, Hankuk University of Foreign Studies, 270, Imun-dong, Dongdaemun-gu, Seoul, 130-791, South Korea;1. Faculty of Business Administration, University of Macau, Macau, China;2. DanCap Chair of Innovation Chair of DANManagement Western University London, Ontario, Canada;3. Faculty of Business Administration, University of Macau, Macau, China;4. University of Aberdeen Business School, King''s College, United Kingdom & School of Technology and Innovation University of Vaasa,Aberdeen AB24 5UA, Vaasa, Finland;5. School of Technology and Innovation, University of Vaasa, Vaasa, Finland;6. Shanghai University of Finance and Economics Room 511, No.100 Wudong Road Shanghai, China;1. Department of Marketing, International Business & Strategy, Goodman School of Business, Brock University, St. Catharines, Ontario, Canada;2. School of Business, Beijing University, Beijing, China;3. Marketing and International Business, School of Business, Nankai University, Tianjin, China;4. School of Business, The Hang Seng University of Hong Kong, Lee Quo Wei Academic Building, Siu Lek Yuen, Shatin, Hong Kong;1. Atkinson Graduate School of Management, Willamette University, 900 State Street, Salem, OR, 97301, USA;2. Department of Industrial Economics and Technology Management, Norwegian University of Science and Technology, Sentralbygg 2, 438, Gløshaugen, Alfred Getz vei 1, NO-7491, Trondheim, Norway;3. Department of Marketing & Management, University of Southern Denmark, Campusvej 55, DK-5230, Odense M, Denmark |
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| Abstract: | This research evaluates how firms develop an intermediary role, connecting their international experience with knowledge provided by the domestic network. These firms act as international gatekeepers, providing valuable knowledge about distant markets to their partners in the domestic network. By adopting a network perspective, we mapped from whom the firms obtain knowledge or the kind of relationship that each firm establishes with other members of the network, disentangling how the gatekeeper can, in fact, integrate international and domestic networks. Empirical evidence indicates that gatekeepers develop a domestic network based on closed relationships with domestic partners that have central positions but are not a real threat for them. |
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| Keywords: | Knowledge Knowledge sharing Networks Gatekeepers Social network analysis |
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