The same authors examine the role of nationality on strategy development

The same authors examine the role of nationality on

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rewards than more cautious strategies in a sample of Norwegian exporters. The same authors examine the role of nationality on strategy development (Solberg and Durrieu, 2006) and found significant differences between British and Norwegian exporters. In 1997, Solberg suggested a framework of analysis of strategy development including factors such as industry globality and internal preparedness for globalisation within the firm. Depending on the firm’s location in this framework, management would tend to adopt different strategies and the effect on performance of these strategies would typically be positive if carried out according to the suggested directions of the framework. In the present paper, it is suggested that strategies occur at different levels: generic strategies and different types of internationalisation or international marketing strategies. Two interesting research issues to the authors’ knowledge not yet explored are therefore: (1) Is there a link between generic strategies and internationalisation strategies? (2) Will the exclusion of one of the levels deteriorate (or improve) firm performance? Solberg and Durrieu (2006) found that Porter’s (1980) generic strategies condition internationalisation strategies adopted by the firm. However, whereas this latter study included only a few internationalisation strategies, the present paper endeavours to expand the repertoire of relevant strategies. The present paper addresses these issues by exploring strategy development of a sample of 213 British exporters. It is organised as follows: a brief literature review gives the background for the development of a structural model, followed by the model and hypotheses. The methodology is then described and the results presented. A discussion including suggestions for further research and implications for management concludes the presentation of this research. Literature review The multifaceted nature of the strategy concept makes it an extremely complex research object. Seen through the lenses of an international manager, the content of strategy may be divided into two levels: generic strategies and internationalisation strategies. Both levels can take many different forms that represent several dimensions. In the first group, we might include Miles and Snow (1978) who suggest four archetypal strategies: defender, prospector, analyzer and reactor focusing on intended rate of product market change. Porter’s (1980) generic strategies (cost leader, differentiation and focus strategies) centre on how firms create customer value compared with its competitors. Whereas Miles and Snow’s (1978) classification has an internal focus, Porter’s generic strategies are oriented towards external factors (customers and competitors). The Miles and Snow typology has been disregarded by authors such as Kim and Lim (1988), Marlin et al. (1994), Hambrick (1983) and Zahra and Pearce II (1990) for lacking comprehensiveness, impact on company performance, and flaws in the identification of the strategic types. However, also Porter’s well known taxonomy has been criticised for lack of precision (Morrison, 1989), faulty data collection techniques (Golden, 1992), and has been challenged by empirical evidence. For instance, the
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