Polarizing Effects of Early Exporting on Exit

Extant research offers limited and inconclusive findings on the effects of early exporting by new ventures. This longitudinal study examines such effects, taking into consideration the roles of competition and adaptation in international venturing and exiting. The findings alert us to the potentially negative impact of early exporting on exit. Despite the deterrent effect of exporter competition, those new ventures that engage in early international venturing are impelled to keep strategically alert and expedite their learning process, therefore prospering in the highly competitive environment. By attracting foreign investors, new ventures will be able to start exporting early, and endorsed by the knowledge advantages associated with foreign partners the rapid entrants have better continuation chances. At the same time, early exporting in a relatively less competitive environment or without foreign ownership will lead to higher exit likelihood. By highlighting the polarizing effects of early exporting in the life cycle of new ventures, this study reconciles the difference between the process model and theories on international entrepreneurship to some extent.</p

Antecedents and outcomes of supplier innovativeness in international customer-supplier relationships: The role of knowledge distance

The increasing competitive pressures and speed of R&amp;D and product innovation is prompting many multinational enterprise customers to outsource their core activities to suppliers. Despite organizational challenges due to cultural and physical separation from their partners, these are now charged with supplier-driven innovation. This study looks at key drivers of supplier innovativeness, examines the role of cross-national differences in shaping supplier innovativeness and examines the impact of this dimension on relationship performance in international customer–supplier relationships. Our findings from a large-scale survey of Taiwanese electronics suppliers provide evidence of the contribution of antecedents such as customer orientation, customer control and technological uncertainty to the enhancement of supplier innovativeness. Innovativeness contributes to increased customer dependence and improves relationship performance. Differences in knowledge bases stemming from different institutions are also tested in this study; we find that knowledge distance may be detrimental to the innovativeness-performance link in international exchange relationships