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    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of International Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of International Management, 27, 1, 2021 DOI: 10.1016/j.intman.2021.100838

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Strategic Agility, Internationalisation Speed and International Success – The Role of Coordination Mechanisms and Growth Modes

Research output: Contribution to journalJournal articlepeer-review

Published
Article number100838
<mark>Journal publication date</mark>1/03/2021
<mark>Journal</mark>Journal of International Management
Issue number1
Volume27
Number of pages20
Publication StatusPublished
Early online date18/02/21
<mark>Original language</mark>English

Abstract

This study advances the debate on the global integration–local responsiveness imperative and theorises the contingency effects of vertical and horizontal coordination mechanisms to unfold the benefits of strategic agility and internationalisation speed. We offer a comprehensive picture arguing that strategic agility and internationalisation speed affect firms’ growth mode choices in pursuit of internationalisation, and highlight the advantages and disadvantages of network-based and acquisitive growth modes that ultimately influence international success. Using data from British, German, Austrian, Swiss and Malaysian small and medium-sized firms, we find some surprising results. In contrast to prior studies, we find that strategic agility and internationalisation speed are inseparable in pursuit of international success. However, our study shows that while both are necessary, they are insufficient both alone and combined – they require different coordination mechanisms, namely strategic intent and horizontal coordination, and trigger different growth mode choices to internationalise. Combined, our findings suggest that firms need to orchestrate conflicting demands with respect to the dual global integration–local responsiveness imperative.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of International Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of International Management, 27, 1, 2021 DOI: 10.1016/j.intman.2021.100838