“A roasted duck can still fly away”: A case study of technology,nationality, culture and the rapid and early internationalization of the firm |
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| Institution: | 1. Australian National University, Australia;2. University of Queensland, Australia;1. Vienna University of Economics and Business, Welthandelsplatz 1, 1020 Vienna, Austria;2. University of Ljubljana, Centre of International Relations, Faculty of Social Sciences, Kardeljeva ploscad 5, 1000 Ljubljana, Slovenia;3. UNESCWA, Faculty of Social Sciences, University of Ljubljana, Slovenia;1. Hannam University, Linton Global College, Department of Global Business, 70 Hannam-ro, Daedeok-gu, Daejeon 306-791, Republic of Korea;2. University of Otago, PO Box 56, Dunedin 9054, New Zealand;3. Aalto University School of Business, PO Box 21230, FI-00076 Aalto, Finland;4. University of Wollongong in Dubai, PO Box 20183, Dubai, United Arab Emirates;1. School of Business and Management, Lappeenranta University of Technology, PL 20, 53850 Lappeenranta, Finland;2. King’s College, University of London, Strand, London, WCC2R 2LS, United Kingdom;3. The University of Manchester, Alliance Manchester Business School, Booth St W, Manchester M15 6PB, United Kingdom;1. Brunel Business School, Brunel University London, Uxbridge, UK;2. Adam Smith Business School, University of Glasgow, Glasgow, UK;3. Leeds University Business School, University of Leeds, Leeds, UK;1. Hunter Centre for Entrepreneurship, University of Strathclyde, Glasgow, G4 0QU, United Kingdom;2. Kent Business School, University of Kent, Canterbury, CT2 7NZ, United Kingdom |
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| Abstract: | The possession of key international technical standards in some technology-based sectors can provide considerable advantages for firms wishing to internationalize rapidly and early. Avaro, a start-up Korean company, developed and owned a critical standard in the emerging international mobile payments industry. The company also enjoyed many of the other conditions conducive to successful internationalization, such as supportive international networks, encouraging government policy, attractive international market and financing opportunities and a munificent national technological and business home base. Yet the company's efforts at rapid and early internationalization failed. A multiplicity of factors explains how, despite its advantages, the company did not internationalize successfully. The paper highlights the importance of specific national and cultural factors constraining rapid and early internationalization. It argues that the nascent research field of international entrepreneurship has fully to account for the particular characteristics of technology products and markets, national business systems, and enduring cultural influences as it develops theoretical understanding of, and guides management practices in, emerging global technology markets. |
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