Characteristics of digital artifacts in international endeavors of digital-based international new ventures
Ojala, Arto; Fraccastoro, Sara; Gabrielsson, Mika (2023-05-29)
John Wiley & Sons Ltd on behalf of Strategic Management Society
29.05.2023
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2023081094704
https://urn.fi/URN:NBN:fi-fe2023081094704
Kuvaus
vertaisarvioitu
© 2023 The Authors. Global Strategy Journal published by John Wiley & Sons Ltd on behalf of Strategic Management Society. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.
© 2023 The Authors. Global Strategy Journal published by John Wiley & Sons Ltd on behalf of Strategic Management Society. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.
Tiivistelmä
Research Summary
Current research on digital artifacts and international business reveals that digitalization is changing how firms enter international markets and operate within them. The unbounded nature of digital artifacts provides opportunities for entrepreneur-driven firms to rapidly launch and develop digital platforms for international markets. However, extant literature provides little guidance on leveraging the specific characteristics of digital artifacts and what entrepreneurs should do to facilitate internationalization. We conducted an extensive longitudinal case study spanning more than 10 years to garner data on digital-based INV pursuing internationalization. We aimed to conceptualize a theoretical model explaining the role of entrepreneurs in integrating, building, and reconfiguring their capabilities to leverage the characteristics of digital artifacts for platform development.
Managerial Summary
What actions should entrepreneurs take to leverage the characteristics of digital artifacts to support their firm's internationalization? This study offers entrepreneurs a model to pinpoint those actions and possible avenues for digital platform development in the international market context. The model demonstrates how firms can apply digital artifact characteristics during the phases of internationalization and how those characteristics can facilitate and accelerate the international development of a digital platform. The findings also reveal how different entrepreneurial resources and capabilities should be integrated, built, and reconfigured throughout the process.
Current research on digital artifacts and international business reveals that digitalization is changing how firms enter international markets and operate within them. The unbounded nature of digital artifacts provides opportunities for entrepreneur-driven firms to rapidly launch and develop digital platforms for international markets. However, extant literature provides little guidance on leveraging the specific characteristics of digital artifacts and what entrepreneurs should do to facilitate internationalization. We conducted an extensive longitudinal case study spanning more than 10 years to garner data on digital-based INV pursuing internationalization. We aimed to conceptualize a theoretical model explaining the role of entrepreneurs in integrating, building, and reconfiguring their capabilities to leverage the characteristics of digital artifacts for platform development.
Managerial Summary
What actions should entrepreneurs take to leverage the characteristics of digital artifacts to support their firm's internationalization? This study offers entrepreneurs a model to pinpoint those actions and possible avenues for digital platform development in the international market context. The model demonstrates how firms can apply digital artifact characteristics during the phases of internationalization and how those characteristics can facilitate and accelerate the international development of a digital platform. The findings also reveal how different entrepreneurial resources and capabilities should be integrated, built, and reconfigured throughout the process.
Kokoelmat
- Artikkelit [2821]