Yes / The leading frameworks of internationalization have contributed significantly to our knowledge of how firms internationalize, but do not fully explain how firms actually create and capture value from customers when internationalizing their activities. Understanding the value creation and capture activities defining their business model(s) is critical for firms moving into less familiar markets, and is particularly relevant for service firms where variability is an inherent feature of the firm/client experience. To address this gap, we take a business model perspective to analyze 144 internationalization events of 10 professional service firms. We find that the case firms adopted four different business models when internationalizing, and that single firms may utilize portfolios of business models. Our findings contribute to both the services internationalization and business model literatures by showing how variability in the internationalization process substantiates the need for business model portfolios.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/7476 |
| Date | January 2015 |
| Creators | McQuillan, Deirdre, Scott, P.S. |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Book chapter, Accepted manuscript |
| Rights | © 2015 Emerald Group Publishing Limited. Reproduced in accordance with the publisher's self-archiving policy. Permission has been granted for this version to appear here: http://hdl.handle.net/10454/7476. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited." - See more at: http://emeraldgrouppublishing.com/authors/writing/author_rights.htm#sthash.Salh06u0.dpuf |
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