Resumo

Internationalization is a particular kind of strategy that can be described as a complex and multidimensional decision process (Kraus et al.., 2016). However, good strategies do not guarantee business success unless they are successfully implemented (Ho et al.., 2014). Most initiatives fail to reach their full potential (Cândido & Santos, 2015), despite an increasing number of companies dedicating time and money to mapping the market, gathering knowledge and surveying options to develop better strategies (Leonardi, 2015), hence the importance of implementation to achieve business goals.

The main question that guided this study is “what are the key internal factors that impact the implementation of the internationalization strategy of the firm?”, unfolded in two secondary objectives: to identify the implementation stages and the parallels between the two literatures; and to describe and analyze how implementation is being discussed and the research gaps in the internationalization literature. In doing so, we expect to contribute by providing a systematic framework for factors analysis and indicating eventual gaps in the internationalization body of research.

Multiple factors impact the success or failure of implementing a pre-determined strategy (Li et al., 2008; Okumus, 2001) and many of these attributes are internal to the organization and not external to it (Nutt, 1987). Nevertheless, the internationalization literature has focused on the antecedents of the decision, rather than its execution, neglecting a systematic analysis of the factors influencing its outcomes (Carr et al., 2010). Using a stages-framework and recurrent key internal factors it’s possible to draw a parallel between the strategy and the internationalization literatures.

We conducted a descriptive review of the literature, on articles in the ISI Web of Science database, chosen as a relevant repository of international scientific production. With no time-limit, the search returned 460 articles that were preliminary analyzed, resulting in 22 articles involving key internal implementation factors to be reviewed. We then used categorical analysis technique, considering: year of publishing, company size, methodological approach, the internationalization key internal factors analyzed, their strategy approach equivalent and the implementation stage they refer to.

We found out that antecedents represent most of internationalization studies and little attention has been given to the key internal factors. The majority of the studies are recent and empirical. Most of the discussion focus on Internal Context issues (organizational structures, relationship between business units and people/leadership capabilities), but key factors concerning the Strategic Implementation Process (communication, commitment and control systems) have been neglected by researchers and represents a gap in the holistic understanding of the internationalization process.

In this study, we propose an analytical framework bridging the strategy and internationalization perspectives on the issue of implementation and indicate gaps in the internationalization body of research concerning the key internal facts. In doing so, we expect to contribute by providing a systematic understanding of the key factors influencing the implementation of internationalization strategies. Limitations and future researches suggestions are discussed.

Okumus, 2001; Li et al., 2008; Rapert et al., 2002; Alexander, 1985; Peng & Litteljohn, 2001; Forman & Argenti, 2005; MacMillan & Guth, 1985; Noble & Mokwa, 1999; Hrebiniak, 2006; Heracleous, 2000; Nutt, 1987; Knight & Kim, 2009; Vissak & Francioni, 2013; Vaillant & Lafuente, 2007; Carter & Wilton, 2006; Kraus et al., 2016; Chiesa, 1996; Hendry, 1996; Williams & Nones, 2009; Gilbert & Heinecke, 2014; Gammelgaard et al., 2012; Efrat & Shoham, 2012; Borini et al., 2012; Javalgi & Todd, 2011; Miao et al., 2011; Lin & Cheng, 2013; Rock & Ahamed, 2014.