Abstract
Given a well-established literature on internationalization processes and its main impacts on companies’ performance (Begeny, 2018; BuA¾avaitA— et al., 2019), it is worth examining how internationalization affects companies, driven by innovation at three different levels (individual, team and organizational) which is anchored in three main pillars: effectiveness, creativity and efficiency. The first pillar is related to strategic decision-making and business intelligence (along with data collection and analysis; setting efficiency criteria, strategic goals and outputs, as well as the tactics for each criteria). The second pillar covers a set of internationalization-related aspects, such as creative ideas generation, marketing and communications strategies, HR and RD while the third pillar is liaised with monitoring and execution of innovative activities. In line with studies with regard to innovation processes (Szopik-DepczyA„ska, 2015; Gries et al., 2017; Von Schomberg and Blok, 2018), the present paper continues examining the innovation performance; however, the main focus is on team innovation performance or the ways of unlocking the internationalization potential within team innovation processes via a set of aspects, such as effective decision-making, creative and divergent thinking, and efficient execution in teams. In light of the emergence of modern technology, employees of Lithuanian high-tech companies were selected for a quantitative survey, while scrutinizing the liaison between team internationalization and innovation commercialization success. Having the primary quantitative data (related to internationalization level, creative thinking, innovation performance in high-tech respondents’ teams) collected and analysed, further on, the innovation performance improvement suggestions are provided for the leaders of high-tech international teams.
Highlights
The process of internationalization has become a key research axis among various scholars during the past few decades, especially since companies have been forced to compete in highly competitive domestic markets, and in foreign regions
In spite of being a vibrant country with untapped potential in high-tech industries (Keliuotytė-Staniulėnienė & Smolskytė, 2019), Lithuanian managers and leaders at a team and an organizational level tend to underestimate the importance of internationalization and its impact on diverse thinking, innovation performance and efficiency (Šūmakaris & Korsakienė, 2017), which can only be accomplished by joining people from various backgrounds
All the 6 relevant correlations that are highlighted in the Table 3 have a significance level of 0.05 or less, meaning that the relevant correlations are statistically significant. This correlation suggests that respondents strongly associate the interrelationship between the role of internationalization and both team innovation, efficiency and creativity
Summary
The process of internationalization has become a key research axis among various scholars during the past few decades, especially since companies have been forced to compete in highly competitive domestic markets, and in foreign regions. The process of internationalization has been explained within many models and stages in the past few decades; three main models (the behavioural perspective of the Stages Models, the relationship approach of the Network Model, and the Foreign Direct Investment Model) are thought to be the traditional pathways to internationalization (Saarenketo et al 2004). This is in line with the interpretation revealed five years prior to that, where one theoretical framework to explain the concept of internationalization was considered to be insufficient (Coviello and McAuley, 1999). Even though the above-mentioned traditional internationalization models may have some common points, they definitely have diverse visions and perspectives, while innovation might require a prompt revision of these models, along with reshaped strategies and tactics behind
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