Models of Internationalization: A Business Model Approach to Professional Service Firm Internationalization

YesThe leading frameworks of internationalization have contributed significantly to our knowledge of how firms internationalize, but do not fully explain how firms actually create and capture value from customers when internationalizing their activities. Understanding the value creation and capture activities defining their business model(s) is critical for firms moving into less familiar markets, and is particularly relevant for service firms where variability is an inherent feature of the firm/client experience. To address this gap, we take a business model perspective to analyze 144 internationalization events of 10 professional service firms. We find that the case firms adopted four different business models when internationalizing, and that single firms may utilize portfolios of business models. Our findings contribute to both the services internationalization and business model literatures by showing how variability in the internationalization process substantiates the need for business model portfolios

From Value Chain to Value Creating Ecology: Implications for Creative Industries Development Policy

The metaphor of a "value creating ecology" is developed to describe the operation of the creative industries. This encapsulates three important trends, namely the shift from consumers to co-creators of value; the shift from thinking about product value to thinking about network value; and the shift from thinking about cooperation or competition to thinking about co-opetition. Underlying this metaphor is recognition of the need to consider both public mechanisms as well as the market when framing creative industries development policy. Policy implications for human capital, urban policy and sectoral infrastructure are described

Making screen production work at the margins: path-dependent development in Brisbane and the Gold Coast

While screen production is notoriously centralised, it is still found outside major media cities where the central problem for actors in these subordinate media cities is how to create sustainable levels of screen production capabilities in circumstances of increasing centralisation and globalisation in media production and its design. This article discusses how the screen production sectors of two subordinate media cities, Brisbane and the Gold Coast, are organised. Each city represents a different pathway for the sustainability of a media sector. The Gold Coast is a production location for globally and nationally dispersed high-budget feature film and TV drama production; while Brisbane is mostly a ‘national production’ location for domestically oriented news, documentary, infotainment and sports programming with a focus on lower budgeted feature filmmaking and occasionally, television drama. These different city pathways are the product of the creative resources and infrastructure evident in each city