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Organizational Configuration & Internationalization: A Case Study of Internationalizing Dutch Small and Medium-Sized Product Software Businesses

Groot, Kees de (2010) Organizational Configuration & Internationalization: A Case Study of Internationalizing Dutch Small and Medium-Sized Product Software Businesses.

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Abstract:Based on the configuration approach, internationalization and performance theories, this research describes how Dutch product software businesses organize themselves for internationalization. An organization‘s configuration consists of four imperatives: leadership, environment, strategy and structure. Furthermore, this research looks at how organizational configurations changes during the internationalization process and the effect it has on performance. The configuration of an organization can be dominated by a single imperative. In the simple firm the leadership imperative is dominant, in the planning firm the strategic imperative and in the organic firm it is both the environmental and structural imperative. Certain circumstances can shift the organization from one imperative to another, causing the organization‘s configuration to change. The creation of a good fit between the organization‘s configuration and its internationalization process should facilitate good performance. Creating a good fit does not mean that a single imperative fits the circumstances, but the whole configuration needs to be aligned. To describe the configuration of product software organizations, this research has made use of a case study. By analyzing aspects of the four imperatives and changes within those, the organizations‘ configuration is described and which changes appear within the configurations during internationalization. With the use of the performance indicators international growth, international intensity and scope, a well performing configuration for internationalizing organizations is developed. The internationalization process of organizations often develops in an incremental way. The first steps in the international market are cautiously taken in nearby markets and as experience grows more distant markets are approached. The main driver at the start of internationalization comes from the vision of the leader, often supported by opportunities from the environment. In later stages of internationalization, strategy takes on a more prominent role. Further considerations to take into account by an organization that want to internationalize involve product issues. An organization needs to contemplate the usability and readiness of its product for the international market. Furthermore, the wish of a leader or opportunity in the market alone is not sufficient, there needs to be a strategy in place that supports an organization‘s activities.
Item Type:Essay (Master)
Sigmax Mobile Solutions bv
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
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