Strategic decision-making is a very complex process. Concerning firm internationalisation, such complex process involves the strategic, tactic and technical levels in a dynamic perspective. As a matter of fact, the interaction between a firm's ownership/control distance and the formulation and implementation of an international strategy is paramount as long as the effects of such decisions are felt throughout the organisation and its range of activities to a varying degree. This issue is, then, of interest for international strategy analysis, assessment, diagnosis, revision and (re)formulation - from a micro point of view - and even for policy formulation concerning the internationalisation of firms of a given industrial sector - from a macro point of view - since specificities are determined by different ownership/control patterns that imply diverse advantages and disadvantages (e.g., bounded rationality characteristic of highly concentrated ownwership and control, agency problems in firms with hired management, coordination and ownership dilution problems in both cases). These factors have a firm-level impact on the formulation of international strategy because decision-making capacities are constrained by ownership/control and are influenced by the expectations that rise out of the project itself. Furthermore, a macro-level impact is not negligible either, because state and sector mechanisms created to promote internationalisation have to serve firms and their needs according to the characteristics of the industrial system or sub-system they belong to in order to assure the highest possible efficiency in terms of results.
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