Abstract
Companies planning an internationalization venture face a great variety of options regarding the entry mode, namely export (direct and indirect), cooperative arrangements (licensing, franchising, minority holding, contract manufacturing and management contracting) and direct investments (joint ventures and subsidiaries) (Root 1994). These alternatives come along with different resource commitments, modes of control and risks. Therefore, the decision for an appropriate entry mode calls for consideration of numerous influencing factors posing a big challenge for internationalizing companies. Because of the importance for the success of internationalization venture (Hill et al. 1990) the choice of foreign market entry mode is well discussed in the marketing literature (e. g. Bradley and Gannon 2000; Ekeledo and Sivakumar 2004; Erramilli 1992; Erramilli 1990; Hill et al. 1990; Mayrhofer 2004; Rasheed 2005). Despite the abundance of studies however, there are several research gaps.
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Klein, M., Sichtmann, C. (2015). Foreign Entry Mode of Knowledge-Based Service Firms and International Performance – A Resource Based Perspective. In: Campbell, C. (eds) Marketing in Transition: Scarcity, Globalism, & Sustainability. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-18687-0_82
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DOI: https://doi.org/10.1007/978-3-319-18687-0_82
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