Zou and Cavusgil 2002 made a great contribution to clarify different levels of

Zou and cavusgil 2002 made a great contribution to

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Zou and Cavusgil (2002) made a great contribution to clarify different levels of global strategies, but their article is limited in scope in that it only deals with GMS and not with the broader sets of strategies that might be relevant in international business. Our endeavour is to broaden the discussion in terms of the number of strategic dimensions that may apply in an international setting. Our findings lend support to the general idea that Porter’s (1980) generic strategies play a pivotal role in forming the somewhat more detailed internationalisation strategies carried out by firms. Also, we add to the existing literature new insights into how different internationalisation strategies impact on performance. Obviously, more research is called for to broaden and deepen our understanding of the strategy processes of firms operating internationally. Both improvement of the constructs and extensions of the survey setting to other countries and to a broader set of companies – including more newcomers to international markets – will give us a better platform to refine our knowledge base. Notes 1. Integration in this context is used synonymously with investment operation modes (for instance sales subsidiary), and is different from integration as it has been treated by for instance Zou and Cavusgil (2002). The latter define integration as a way of operating across borders, including cross-subsidisation, integration of competitive moves, etc. 2. One of the reviewers claimed that SMEs are not “heavy users” in terms of deliberate strategy making at several levels. We maintain that although larger firms generally carry out more research in their planning process, we should not disregard the fact that different strategies are being discussed also within SMEs. Furthermore, even larger firms make strategic decisions based on hearsay, scant information capture or intuition. In any event, the essence is here that firms make strategic decisions and these are the object of our study – not the process. 3. In this research, a reflective indicator model is chosen because these indicators measure a common latent construct as a unidimensional and reliable scale. The common latent factor shares the variance among the indicators because they “reflect the same underlying construct”. IMR 25,5 538
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The measurement error is associated with the indicators. It will be easier to improve the scale by deleting the weaker item. 4. Some are founded on the adjustment function ( x 2 , GFI, AGFI and RMSEA). Others are based on the information theory (AIC and BIC) where they are estimated by comparison to a model. Finally, others are calculated by comparison to a null model (NFI, NNFI and CFI). With reference to the adjustment indices GFI, AGFI, NFI, NNFI et CFI) their value should be near to 0.9 and, if possible, . 0.9. It is recommended to obtain a RMSEA of , 0.5 in order to be acceptable. To compare two models, we use x 2 and CAIC. If x 2 m 1 , x 2 m 2 and CAIC m 1 , CAIC m 2 , then M1 is better adjusted than M2.
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