Role Of International Experience Research Articles

The Role of International Experience in Executive Decision-Making and Fraud Prevention

The Role of International Experience in Executive Decision-Making and Fraud Prevention

The role of international experience and cultural intelligence in the intention to work abroad (the case of geographically and politically isolated countries)

PurposeThis study contributes to the conversation on international career development and its antecedents. Drawing on experiential learning theory and social cognitive theory, the current comparative study investigates the extent to which students' pre-existing international experience (IE) drives their cultural intelligence (CQ) development and influences global career intention for human resource planning purposes.Design/methodology/approachThis study has a comparative nature and adopts quantitative research methodology, which includes survey measures of CQ index, IE and intention to work abroad variables. Quantitative data are collected from a sample of more than 400 business students of leading Australian and Russian universities.FindingsThis study showed that IE variables are positively related to the level of CQ facets; the authors showed that Motivational CQ is the strongest predictor for the Intention to work abroad for both countries; the authors proved that students' IE is positively related to an Intention to work abroad for both countries and is partially mediated by CQ for Australia; and study showed that geographical isolation facilitates higher intention to work abroad than political isolation.Practical implicationsDeeper understanding of students' international career intentions and its antecedents will allow practitioners to provide better preparation for local/global careers and will allow students to make more informed and decisions. Companies would benefit from the ability to predict applicants' intention to work abroad. Stronger awareness of own preferences and available trajectories will allow students to select the best fit for them.Originality/valueThis study extends the conversation on international career development and its antecedents in the students' domain by strengthening measurements of IE and advancing the understanding of relationship between previous IE and individual facets of CQ. An empirical data from isolated locations – Russia (politically) and Australia (geographically) – bring a new timely contribution about a role of the isolation in shaping international career intentions.

Navigating windows of opportunity: The role of international experience

AbstractResearch SummaryScholars have noted that pronounced changes in consumer demand and technology often offer firms temporary opportunities to strengthen their performance vis‐à‐vis rivals. This article contributes to the literature on windows of opportunity from an organizational learning perspective. It investigates whether the depth and breadth of a firm's international experience with pronounced changes in demand conditions (demand windows) and technologies (technological windows) affect its ability to take advantage of such changes within a country to increase its market share. The results, based on a sample of 615 telecommunication companies competing in 124 countries, suggest that mainly two out of four dimensions of international experience help firms to exploit windows of opportunity in a country.Managerial SummaryWhat can help multinational companies (MNCs) to navigate periods of marked changes in demand and technology? When an MNC encounters a marked change in demand or technology in a country, it may have already experienced in the past many or just a few of these events, depending on its international footprint, and this serves to assess the MNC's international experience with such changes. Using data on telecommunication companies, we show that both (a) an MNC's repeated exposure to a certain type of change over time (depth of international experience) and (b) the variety of changes an MNC has been exposed to (breadth of international experience) in international markets may help the MNC to obtain market share advantages when such changes occur in a country.

The Role of International Experience in Audit Partners’ Careers

The Role of International Experience in Audit Partners’ Careers

Psychic distance, marketing strategy adaptation and export performance: the role of international experience

This study theorises that a performance-enhancing strategic fit between a perceived psychic distance and an export marketing strategy adaptation applies under the boundary conditions of international experience. We model an export marketing strategy as a function of psychic distance and export performance as an outcome of export marketing strategy, moderated by international experience. To test the hypotheses, we carried out a survey of Lithuanian exporting companies that conduct business in the dairy and meat processing industries. The results did not support the existence of the conditional indirect effect of perceived psychic distance on export performance through export marketing strategy adaptation. Unlike the expectation, data indicated that export performance increases with an increase in distribution adaptation, but only: (a) among companies who scored low in the length of experience in an export country and (b) under conditions of low export intensity.

The role of international experience in speed of entry: Empirical evidence from Chinese innovative firms

By analyzing the dynamic path of internationalization, this study attempts to explain the entry mode choice, location choice, and speed of entry in the process of internationalization from the learning results obtained from previous international activities. Our research shows that the speed of the entry process depends on the type of experiential learning generated by the implicit decision-making in the process of Internationalization: the entry mode choice and the market location choice. We find that the experience accumulated in the host country has an inverted U-shaped effect on the speed of entry; while the experience accumulated of the entry mode has a U-shaped impact on the speed of entry. We perform an event history analyses(EHA) on 153 Chinese innovative firms with 905 OFDI observations during the period from 1991 to 2015, and analysis what and why is the paths of internationalization of Chinese firms. We find that Chinese innovative MNEs have more likelihood to choice the entry mode of acquisition and WOS than other entry modes in OFDI activity, and there is a higher probability that the Chinese innovative MNEs choice the market location of developed countries than developing countries in OFDI activity. Most importantly, we find that accumulated experience in host country has an inverted U-shaped impact on the speed of internationalization operation with acquisition mode and the speed of internationalization in developed countries; while accumulated experience in focal entry mode has an U-shaped impect on the speed of internationalization operation with branch or WOS mode and the speed of internationalization in developing countries. This claim is supported by both non-parametric and parametric tests in the EHA. Our research highlights the short-term and long-term consequences of different types of paths associated with the internationalization process.

How founder characteristics imprint ventures’ internationalization processes: The role of international experience and cognitive beliefs

While ample research has demonstrated that venture founders’ international experience affects their decision to internationalize, it is unclear how this experience affects the actual internationalization process of ventures that move abroad. We use a multiple case study approach to collect data on founders’ international experiences and cognitive beliefs about internationalization, the strategic decisions taken with respect to the internationalization process of their venture, and the relationship between them. We identify four types of international entrepreneurs that differ with respect to their international experiences and beliefs, and show how these differences affect the strategic decisions taken in the actual internationalization process.

Psychic distance, marketing strategy adaptation and export performance: the role of international experience

Psychic distance, marketing strategy adaptation and export performance: the role of international experience

The impact of institutional difference on Vietnamese firms’ export intensity: The role of international experience

Institutional theory and most previous studies assume that institutional difference between home and host countries is negatively related to firm’s performance in foreign market (including firm’s export intensity). Extending this assumption, we hypothesize that international experience is likely to moderate the negative effect of institutional distance on firm’s export intensity. Survey data from World Bank on 305 Vietnamese firms were used to test the proposed hypotheses. Both Tobit and OLS regressions reveal that with controlling characteristics of firm, the negative effect of institutional difference on export intensity of firm with the low level of international experience is higher than on that with the high level of international experience. The study provides managerial implications to literature.

Internal and External Learning Races in ‘Born Transnationals’: What are the Driving Forces?

This paper investigates an under-researched type of “born transnationals” as young transnational companies. “Born transnationals” are equipped with specific governance structures that may accelerate the internationalization process based on organizational learning. In this vein, the research question of the paper is: What are the core drivers of organizational learning in case of “born transnationals”? Based on a model of organizational learning, we present and check a model-based set of structured research propositions of the learning process of “born transnationals”. The propositions undergo a first reality check by developing two case studies based on semi-structured interviews. Empirical evidence challenges the role of some factors (e.g. the role of international experience and proactivity of entrepreneurs) well-elaborated in literature and examines whether others (e.g. transactive knowledge) play a pivotal role. Against this background, some of the proposed causalities were to be modified and specified. The findings suggest that organizational learning in born transnationals requires social capital and a particular type of learning culture. Moreover, entrepreneurs are well advised to foster the transfer of knowledge among the people in the company as far as possible to turn the 'wheel of knowledge'. The paper portrays a new type of born globals, introduces a new model and develops first causal structures in this context. It identifies and specifies drivers of learning processes of the “born transnationals” archetype.

Managing non-standard international experience: evidence from a Finnish company

Purpose – This paper extends the increasing debates about the role of international experience through mechanisms other than standard expatriation packages, in particular through the use of short-term assignments. It explores the different forms of short-term assignments (project work, commuter assignments, virtual international working and development assignments) and the different sets of positive and negative implications these can have for the company and the individuals concerned. The integration-differentiation debate is reflected here as elsewhere in IHRM, with the company moving towards greater centralization and control of its use of these assignments. Design/methodology/approach – Since the research is exploratory, we adopted a qualitative approach to get a more in-depth understanding on the realities the corporations and the assignees are facing. The study was implemented through a single case study setting in which the data were collected by interviewing (n=20) line managers, human resource management (HRM) staff and assignees themselves. In addition corporate documentation and other materials were reviewed. Findings – The present case study provides evidence about the characteristics of short-term assignments as well as the on the management of such assignments. The paper identifies various benefits and challenges involved in the use of short-term assignments both from the perspectives of the company and assignees. Furthermore, the findings support the view that a recent increase in the popularity of short-term assignments has not been matched by the development of HRM policies for such assignments. Research limitations/implications – As a single case study, limitations in the generalizability of the findings should be kept in mind. More large-scale research evidence is needed around different forms of international assignments beyond standard expatriation in order to fully capture the realities faced by international HRM specialists Practical implications – The paper identifies many challenges but also benefits of using short-term assignments. The paper reports in-depth findings on HR development needs that organizations face when expanding the use of such assignments. Social implications – The paper identifies many challenges but also benefits of using short-term assignments. The paper reports in-depth findings on HR development needs that organizations face when expanding the use of such assignments. Originality/value – Empirical research on short-term assignments is still very limited. In that way the paper provides much needed in-depth evidence on why such assignments are used, what challenges are involved in the use of such assignments and what kinds of HR-development needs are involved.

Export Promotion Strategy and Performance: The Role of International Experience

This study examines how international experience shapes managerial judgment in the formation of effective export promotion strategies. Drawing from contingency theory and the organizational learning perspective, the authors develop and test a model of the effects of different forms of international experience—duration, scope, and intensity—on the performance outcomes of promotion adaptation. Using data from 336 export ventures, the authors find that promotion adaptation relates positively to performance when duration is short and intensity is low, but there is a nonsignificant moderating effect for scope. However, the subsequent analysis suggests that scope, together with sociocultural distance and promotion adaptation, exerts a complex three-way effect on export performance, highlighting the need for more research attention in this area.

Export Promotion Strategy and Performance: The Role of International Experience

This study examines how international experience shapes managerial judgment in the formation of effective export promotion strategies. Drawing from contingency theory and the organizational learning perspective, the authors develop and test a model of the effects of different forms of international experience—duration, scope, and intensity—on the performance outcomes of promotion adaptation. Using data from 336 export ventures, the authors find that promotion adaptation relates positively to performance when duration is short and intensity is low, but there is a nonsignificant moderating effect for scope. However, the subsequent analysis suggests that scope, together with sociocultural distance and promotion adaptation, exerts a complex three-way effect on export performance, highlighting the need for more research attention in this area.

An Empirical Investigation of International Project Management Practices: The Role of International Experience

This paper reports the results of a survey of 56 United States (U.S.) and 25 international construction project managers. Project management areas and related tools important to international construction project management success are identified and analyzed. The results show that significant gaps exist between the existing body of knowledge and the practice of international project management in relation to variables that are relevant to construction project management success. Also reported are the differences between U.S. construction project managers and their international counterparts concerning the art and practice of project management. The implications of the findings of this study to business organizations and institutions of higher learning are examined in the context of a conceptual research framework.