Resumo

International expansion provides organizations with valuable growth opportunities. Research emphasizes the impact of international expansion on organizational value. Scholarly publications have analysed the organizational characteristics linked to international expansion, revealing distinct strategies employed by organizations entering foreign markets. These strategies are influenced by factors such as the personality traits and perceptions of CEOs and founders. Gender is recognized as a dimension of top management that shapes organizational strategies.

This research examines factors influencing managers' decisions in the international expansion strategy of fast-growing digital businesses. It highlights the importance of international expansion for fast-growing organizations. Additionally, it acknowledges the impact of managers' gender on shaping strategic changes. By utilizing Bayesian Networks, a probabilistic model, the study aims to uncover connections between data, international expansion, and gender-related influences. Furthermore, it aims to evaluate how gender affects managers' decision-making processes in this specific context.

Organizations navigate international expansion cautiously due to limited knowledge of foreign markets. Various factors, including geographic proximity, management model, and organizational attributes drive expansion motivations. Gender disparities persist in top management, and female-led organizations face unique challenges. Managers' risk attitudes, cognitive biases, and CEO gender impact decision-making. Gender diversity positively impacts performance, although disparities remain. Bayesian Networks offer a valuable tool for understanding gender-specific interests in expansion strategies.

The survey sample consisted of digital-based businesses located in Amsterdam, Berlin, London, New York, and Paris. Strict criteria were applied to select the organizations, including the presence of a digitally enabled business model and a minimum growth rate of 20% over three consecutive years. Furthermore, participation in the study was limited to founders and/or CEOs only. Bayesian Networks were utilized, allowing for the observation of updated results in the ascending variable (parent node) based on simulations conducted in the descending variable (child node).

Differences in management style between genders can be inferred. Male managers are significantly influenced by Growth through acquisitions and Pre IPO planning, with a positive impact. In contrast, female managers show less influence from Growth through acquisitions and a slight negative influence from Pre IPO planning. Building and managing an effective board has the greatest positive influence on female managers, followed by Exits and Acquisitions, Other options to venture capital: debt, venture debt & private equity, and Balancing growth vs profit, albeit to a lesser extent.

Gender significantly influences management preferences and decision-making in international expansion strategies. The study reveals distinct patterns between males and females. Females adopt a collaborative and inclusive approach, prioritizing teamwork and consensus-building. In contrast, males tend to be more assertive and competitive, emphasizing individual achievements. Risk aversion is more pronounced among females, leading them to favour cautious and conservative strategies. On the other hand, males exhibit a higher propensity for risk-taking and more aggressive growth strategies.

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