Abstract
The implications of non-market strategies have gained considerable attention in recent international business and strategy research. However, an in-depth understanding of these strategies and their underpinning mechanisms in platform-based international new ventures (INVs) remains underexplored. To close this gap, this study investigates the drivers and performance outcomes of non-market strategies embraced by internationalizing platform-based firms. We propose that non-market strategies mediate the relationship between managerial competencies and international performance. We also theorize that perceived domestic institutional voids (PDIVs) would have a full strengthening effect on the proposed model. We tested our conceptualization using a unique sample comprising 181 platform-based INVs whose headquarters are based in an institutionally precarious sub-Saharan African country-Ghana. While the results confirm most of our predictions, counterintuitively, our analysis provides no support for the moderating effect of PDIVs on the relationship between non-market strategies and international performance. Together, these findings offer important theoretical and practical implications for the IB and strategy research, especially for platform-based INVs.
Original language | English |
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Article number | 101002 |
Number of pages | 19 |
Journal | Journal of International Management |
Volume | 29 |
Issue number | 2 |
Early online date | 29 Dec 2022 |
DOIs | |
Publication status | Published - Apr 2023 |
Bibliographical note
Publisher Copyright:© 2022 The Authors
Keywords
- Managerial competencies
- Non-market strategies
- Perceived domestic institutional voids, emerging market
- Platform-based ventures
ASJC Scopus subject areas
- Business and International Management
- Finance
- Strategy and Management