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Challenging the Theoretical Lenses of Internationalization: A Case Study Analysis

Challenging the Theoretical Lenses of Internationalization: A Case Study Analysis

Liliana Sofia Pinto (University of Aveiro, Portugal), Maria Manuel Ribeiro (University of Aveiro, Portugal) and António Carrizo Moreira (University of Aveiro, Portugal)
Copyright: © 2018 |Pages: 26
ISSN: 2327-350X|EISSN: 2327-3518|ISBN13: 9781522553601|ISBN10: 1522553606|EISBN13: 9781522553618
DOI: 10.4018/978-1-5225-5360-1.ch005
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MLA

Pinto, Liliana Sofia, Maria Manuel Ribeiro and António Carrizo Moreira. "Challenging the Theoretical Lenses of Internationalization: A Case Study Analysis." Enhancing Competitive Advantage With Dynamic Management and Engineering. IGI Global, 2018. 112-137. Web. 27 Mar. 2020. doi:10.4018/978-1-5225-5360-1.ch005

APA

Pinto, L. S., Ribeiro, M. M., & Moreira, A. C. (2018). Challenging the Theoretical Lenses of Internationalization: A Case Study Analysis. In C. Machado, & J. Davim (Eds.), Enhancing Competitive Advantage With Dynamic Management and Engineering (pp. 112-137). Hershey, PA: IGI Global. doi:10.4018/978-1-5225-5360-1.ch005

Chicago

Pinto, Liliana Sofia, Maria Manuel Ribeiro and António Carrizo Moreira. "Challenging the Theoretical Lenses of Internationalization: A Case Study Analysis." In Enhancing Competitive Advantage With Dynamic Management and Engineering, ed. Carolina Machado and J. Paulo Davim, 112-137 (2018), accessed March 27, 2020. doi:10.4018/978-1-5225-5360-1.ch005

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Abstract

Internationalization involves an active behavior to compete in international markets. Several theories, as well as several entry modes, have been developed to explain why and how firms compete internationally. Nevertheless, the internationalization process is difficult to implement as it involves not only historical reasons, as well as traditional strategies that sometimes are usually not questioned by the firm. This chapter aims to depict a case study in which a firm is trying to deploy an opportunity-driven internationalization, shifting its traditional modus operandi. The firm is analyzed based on several theories, namely the Uppsala model, the network-based theory, the born globals and the born again globals, and it is possible to conclude that despite its more than 80 years of existence, neither of the four theories can be properly used to explain the firm's international behavior. Moreover, to embrace international challenges, the firm needs to reposition its traditional business behavior.

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