Managing knowledge in foreign entry strategies: a resource‐based analysis |
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| Authors: | Klaus E Meyer Mike Wright Sarika Pruthi |
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| Institution: | 1. School of Management, University of Bath, Bath, UK;2. and Department of International Economics and Management, Copenhagen Business School, Copenhagen, Denmark;3. Centre for Management Buy‐out Research, Nottingham University Business School Nottingham, UK;4. and, Department of Strategy, Erasmus University, Rotterdam, The Netherlands;5. King's College London, London, UK |
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| Abstract: | International strategies vary in their potential to exploit and augment a firm's resources, especially its knowledge base. Resource‐based analysis suggests clustering the diverse entry modes in terms of their exploitation and augmentation characteristics. We thus introduce a new categorization of entry modes based on their potential to augment the resources of an entrant. We then explore the antecedents of these modes, and advance testable propositions delimiting for which firms and in which circumstances each mode maximizes long‐term value creation. Finally, we outline how our resource‐based framework complements transaction‐cost‐based frameworks. Copyright © 2009 John Wiley & Sons, Ltd. |
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| Keywords: | international business strategy entry mode choice knowledge‐intensive firms resource‐based view resource augmentation |
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