Pub Date : 2024-06-17DOI: 10.1108/imr-04-2022-0103
Erasmia Leonidou, Enrico Battisti, Muhammad Ishfaq Ahmad, Raffaele Campo
PurposeThe purpose of this study is to identify the financial and non-financial factors contributing to the success of hybrid offerings among Pakistani multinational enterprises (MNEs).Design/methodology/approachTo capture the complexity and interdependence of success factors, this study employed fuzzy-set qualitative comparative analysis (fsQCA). Data were collected from 213 chief executive officers (CEOs) of Pakistani MNEs.FindingsThe findings indicate that organizational support for service plays a vital role in hybrid offerings. Specific paths, such as a service-oriented corporate culture and management commitment to service, are necessary conditions for successful hybrid offerings.Originality/valueThe study sheds new light on the causal relationship underlying hybrid offerings in Pakistan, one of the Next Eleven countries, which is among the fastest-developing economies. We identified various paths to the financial and non-financial success of hybrid offerings within the Pakistani manufacturing MNE sector, which, to the best of our knowledge, has been underexplored. Additionally, we considered the digitalization dimension, which integrates and strengthens previous configurational models.
{"title":"Financial and non-financial factors for the success of hybrid offerings: evidence from multinational enterprises in an emerging market","authors":"Erasmia Leonidou, Enrico Battisti, Muhammad Ishfaq Ahmad, Raffaele Campo","doi":"10.1108/imr-04-2022-0103","DOIUrl":"https://doi.org/10.1108/imr-04-2022-0103","url":null,"abstract":"PurposeThe purpose of this study is to identify the financial and non-financial factors contributing to the success of hybrid offerings among Pakistani multinational enterprises (MNEs).Design/methodology/approachTo capture the complexity and interdependence of success factors, this study employed fuzzy-set qualitative comparative analysis (fsQCA). Data were collected from 213 chief executive officers (CEOs) of Pakistani MNEs.FindingsThe findings indicate that organizational support for service plays a vital role in hybrid offerings. Specific paths, such as a service-oriented corporate culture and management commitment to service, are necessary conditions for successful hybrid offerings.Originality/valueThe study sheds new light on the causal relationship underlying hybrid offerings in Pakistan, one of the Next Eleven countries, which is among the fastest-developing economies. We identified various paths to the financial and non-financial success of hybrid offerings within the Pakistani manufacturing MNE sector, which, to the best of our knowledge, has been underexplored. Additionally, we considered the digitalization dimension, which integrates and strengthens previous configurational models.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141335172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-11DOI: 10.1108/imr-05-2023-0085
Hsing-Hua Stella Chang, C. Fong, Min-Hua Chang
PurposeEmpirical evidence of the value creation process through which internationalizing small and medium-sized enterprises (SMEs) develop international branding capability (IBC) to build a value-creating brand in international markets is incomplete. This research aims to investigate a theoretical framework for the determinants and outcomes of IBC in internationalizing SMEs.Design/methodology/approachUsing surveys of 519 internationalizing SMEs, this research empirically verified the antecedents to and effects of IBC on SMEs’ value creation, which thus translates into superior performance. Furthermore, this research explores contextual factors influencing the value creation process in SME internationalization.FindingsFindings show that SMEs with strong international marketing resource orchestration (IMRO) and relational capability are more competent in developing IBC, which assists resource-constrained SMEs to create value, as manifested through international brand equity (IBE) and improved international performance. Moreover, environmental uncertainty enhances the interplay between IMRO, relational capability, and IBC, while new entrant pressure strengthens the relationship between IBC and IBE, and price competition pressure magnifies the impact of IBE on international performance.Originality/valueOur study pioneers conceptualization of the value creation process through which SMEs develop IBC to build value-creating brands in international markets, overcoming the liabilities of smallness and outsidership.
{"title":"Building a value-creating brand in internationalizing small and medium-sized enterprises","authors":"Hsing-Hua Stella Chang, C. Fong, Min-Hua Chang","doi":"10.1108/imr-05-2023-0085","DOIUrl":"https://doi.org/10.1108/imr-05-2023-0085","url":null,"abstract":"PurposeEmpirical evidence of the value creation process through which internationalizing small and medium-sized enterprises (SMEs) develop international branding capability (IBC) to build a value-creating brand in international markets is incomplete. This research aims to investigate a theoretical framework for the determinants and outcomes of IBC in internationalizing SMEs.Design/methodology/approachUsing surveys of 519 internationalizing SMEs, this research empirically verified the antecedents to and effects of IBC on SMEs’ value creation, which thus translates into superior performance. Furthermore, this research explores contextual factors influencing the value creation process in SME internationalization.FindingsFindings show that SMEs with strong international marketing resource orchestration (IMRO) and relational capability are more competent in developing IBC, which assists resource-constrained SMEs to create value, as manifested through international brand equity (IBE) and improved international performance. Moreover, environmental uncertainty enhances the interplay between IMRO, relational capability, and IBC, while new entrant pressure strengthens the relationship between IBC and IBE, and price competition pressure magnifies the impact of IBE on international performance.Originality/valueOur study pioneers conceptualization of the value creation process through which SMEs develop IBC to build value-creating brands in international markets, overcoming the liabilities of smallness and outsidership.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141357894","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThis study describes how a multinational enterprise (MNE) gains acceptance after rebranding acquired brands from different countries among its internal and external stakeholders and identifies factors that influence this process.Design/methodology/approachThe study employed a single case-study approach, including 18 semi-structured in-depth interviews with employees of a firm involved in the rebranding process in six countries. The countries are Sweden, Germany, the United States, Brazil, Colombia and Mexico.FindingsThe findings reveal how the MNE integrated brands it acquired in different international markets into one overarching corporate brand. The study shows that in emerging countries, external legitimation (external implementation process, country profiles and customer buy-in) constitutes the most significant challenge. By contrast, in developed countries, internal legitimation (employee buy-in and internal implementation process) is more challenging.Research limitations/implicationsThe study contributes to and extends the rebranding literature by using a legitimation lens to analyze the rebranding process. This lens shows how internal and external stakeholders are both crucial to successful rebranding. The study provides a comprehensive perspective of the process, identifies challenging factors and differentiates between their importance in emerging and developed countries.Originality/valueTo address the dearth of research on how firms legitimize a new brand in different national contexts, the study compares the rebranding process in multiple countries and discusses the factors influencing the rebranding process.
{"title":"Rebranding after international acquisitions: challenges of legitimation in emerging and developed countries","authors":"Manoella Antonieta Ramos, Svante Andersson, Ulf Aagerup","doi":"10.1108/imr-02-2023-0019","DOIUrl":"https://doi.org/10.1108/imr-02-2023-0019","url":null,"abstract":"PurposeThis study describes how a multinational enterprise (MNE) gains acceptance after rebranding acquired brands from different countries among its internal and external stakeholders and identifies factors that influence this process.Design/methodology/approachThe study employed a single case-study approach, including 18 semi-structured in-depth interviews with employees of a firm involved in the rebranding process in six countries. The countries are Sweden, Germany, the United States, Brazil, Colombia and Mexico.FindingsThe findings reveal how the MNE integrated brands it acquired in different international markets into one overarching corporate brand. The study shows that in emerging countries, external legitimation (external implementation process, country profiles and customer buy-in) constitutes the most significant challenge. By contrast, in developed countries, internal legitimation (employee buy-in and internal implementation process) is more challenging.Research limitations/implicationsThe study contributes to and extends the rebranding literature by using a legitimation lens to analyze the rebranding process. This lens shows how internal and external stakeholders are both crucial to successful rebranding. The study provides a comprehensive perspective of the process, identifies challenging factors and differentiates between their importance in emerging and developed countries.Originality/valueTo address the dearth of research on how firms legitimize a new brand in different national contexts, the study compares the rebranding process in multiple countries and discusses the factors influencing the rebranding process.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141361156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}