Purpose: This paper takes a contingency-based approach to internationalization, exploring how
global operations are configured (e.g., the path and pace of internationalization) and coordinated
(e.g., supply chain coordination). It also considers how internationalization decisions, such as the
offshoring of previously home-based operations, can impact performance.
Design/methodology/approach: Multi-case study research involving 15 Argentine subsidiaries
of Italian-owned companies, with data collected through face-to-face semi-structured interviews
in Argentina with senior representatives from each company.
Findings: Global operations can be successfully configured through both incremental and nonincremental
paths, while the pace of internationalization can also vary. A number of coordination
mechanisms are evident but centralization modes appear particularly effective for integrating the
role of a subsidiary’s operations with the parent company. The need to revise or adapt an
organization’s internationalization strategy over time is also identified, and an initial conceptual
model developed based on both the Operations & Supply Chain Management and International
Business literature is later revised using case study evidence.
Research limitations/implications: Further research is required to assess whether the results are
valid for other emerging economies.
Practical implications: A variety of internationalization practices that lead to good performance
are observed in relation to different needs and specific contextual factors - such as competitor
behavior, product features and production cost structure.
Originality/value: The global Operations & Supply Chain Management literature is largely acontextual,
static in nature and considers either strategic or tactical internationalization decisions
only. In contrast, this research: adopts a contingency-based approach to the study of
internationalization decisions, examines changes over time, and considers both strategic and
tactical decisions.