Neointernationalization of B2B Firms: Recognizing and Accommodating Disruption to Traditional Internationalization Trajectories
细分领域
Does traditional internationalization theory, such as the OLI framework and the Uppsala model, adequately address the neointernationalization of B2B firms?
What new paradigms should be developed to recognize and accommodate the disruptions to traditional internationalization trajectories in industrial markets?
What are the determinants that influence the international relocation decisions of business-to-business firms (B2B)?
What are the key factors that determine the success or failure of industrial firms in adapting to the changing landscape of globalization and internationalization?
How can B2B firms originating from emerging economies compete with geopolitical frictions in their internationalization operations?
Which countries or regions are anticipated to come to the forefront of new internationalization trajectories, particularly for nearshoring or friendshoring practices of industrial firms?
How may top management team characteristics of industrial firms affect decisions related to new internationalization trajectories from the upper echelons’ perspective?
To what extent do the disparities in institutional environments between the home and host countries influence relocation decisions of B2B firms?
How will different industries (i.e., primary, secondary, tertiary industries etc.) be affected by the emerging trends resulting from the disruptions of traditional internationalization trajectories?
How might the evolving digital landscape influence the strategic decisions of industrial firms regarding the offshoring and reshoring of their operations?
How do B2B firms leverage technology and digitalization to mitigate the impact of geopolitical frictions on their operations?
What resources or capabilities do industrial firms require to effectively address the disruptions of traditional internationalization pathways?
What are the key factors that determine the resilience and adaptability of B2B firms in the face of geopolitical frictions, particularly for safe-shoring?
What are the trade-off mechanisms that exist between globalization, deglobalization, and sustainability practices in industrial markets?
How do industrial firms assess and manage the risks associated with geopolitical frictions, and how do these risks impact their decision-making processes?
What roles do network ties play in shaping decisions of B2B firms related to nearshoring or friendshoring?
