Assessing the needs of international markets against an emerging market company's capabilities: A tool for internationalization

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dc.contributor.authorPiedrahita C.E.
dc.contributor.authorDe Villa, Maria Andrea
dc.date.accessioned2020-12-03T20:23:11Z
dc.date.available2020-12-03T20:23:11Z
dc.date.issued2019-01-01
dc.description.abstractSenior managers in emerging markets often strive to ensure that their companies develop sufficient capabilities to confront the needs they encounter in international markets. However, extant research and practice remain unclear as to how senior managers in emerging market companies can approach assessing the needs of their international markets against their own company's capabilities, to aim for a balance between both. This article offers an innovative approach for assessing the needs of international markets against an emerging market company's capabilities. Based on the assessments of 100 senior managers leading emerging market companies, we explain how this approach can provide two key insights. First, evidence of a balance between the needs of international markets and an emerging market company's capabilities, that indicates the company's competitive position is focused; or evidence of an imbalance between the needs of international markets and an emerging market company's capabilities, that indicates the company's competitive position is either vulnerable or overqualified. Second, an understanding of where the gaps between the needs of international markets and an emerging market company's capabilities are, that enables improving the company's competitive position by closing these gaps. Drawing on this approach, we offer an open access tool that allows senior managers in emerging markets to identify and improve their own company's competitive position for internationalization. Using this tool, senior managers can lead their emerging market companies toward a focused competitive position in international markets, providing better chances of successfully capturing potential benefits. © 2019 Wiley Periodicals, Inc.eng
dc.identifierhttps://eafit.fundanetsuite.com/Publicaciones/ProdCientif/PublicacionFrw.aspx?id=8768
dc.identifier.doi10.1002/tie.22069
dc.identifier.issn1096-4762
dc.identifier.issn1520-6874
dc.identifier.otherWOS;000490769700005
dc.identifier.otherSCOPUS;2-s2.0-85066131321
dc.identifier.urihttp://hdl.handle.net/10784/24585
dc.language.isoengeng
dc.publisherWiley-Liss Inc.
dc.relation.urihttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85066131321&doi=10.1002%2ftie.22069&partnerID=40&md5=62da2e13b1c74a90b5fca95230f52a1b
dc.rightshttps://v2.sherpa.ac.uk/id/publication/issn/1096-4762
dc.sourceThunderbird International Business Review
dc.subject.keywordCapabilitieseng
dc.subject.keywordCompetitive positioneng
dc.subject.keywordEmerging market companieseng
dc.subject.keywordInternationalizationeng
dc.subject.keywordtooleng
dc.titleAssessing the needs of international markets against an emerging market company's capabilities: A tool for internationalizationeng
dc.typeinfo:eu-repo/semantics/articleeng
dc.typearticleeng
dc.typeinfo:eu-repo/semantics/publishedVersioneng
dc.typepublishedVersioneng
dc.type.localArtículospa

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