ULUSLARARASI PAZARA GİRİŞ KARARINI ETKİLEYEN FAKTÖRLER ÜZERİNE KAVRAMSAL BİR ÇALIŞMA

Yıl 2019, Cilt: 2 Sayı: 1, 21 - 46, 31.03.2019

Naci Büyükdağ Tuğba Gürçaylılar Yenidoğan

Öz

Uluslararası
pazara giriş kararı çok fazla faktörün bir arada değerlendirilmesini gerekli
kılan, karmaşık bir süreç gerektirir. Yanlış verilebilecek bir karar firmanın
girdiği pazardan çıkışını engelleyebilir ve yaşamını tehlikeye atabilir.
Nitekim yabancı pazara girilirken kullanılan kaynakların (sermaye, insan
kaynağı, teknoloji) ve yatırımların geri dönmeme ihtimali de bulunmaktadır. Örgütsel
sürekliliğin temininde taşıdığı önemden dolayı bu çalışma, çokuluslu
işletmelerin yabancı pazara giriş modu seçiminde dikkate alması gereken
faktörleri belirleme amacı taşımaktadır. Bu amaca yönelik olarak alanyazın
tarama tekniğinden yararlanılmış ve yabancı pazara giriş kararı verilirken
dokuz farklı faktörün belirleyici role sahip olduğu sonucuna ulaşılmıştır. 

Anahtar Kelimeler

Uluslararası Pazara Giriş Modu Stratejileri, İşlem Maliyeti Teorisi, Kaynak Temelli Bakış Açısı, Aktör Ağ Teorisi, Aşamalı Modeller

A CONCEPTUAL STUDY ON THE FACTORS AFFECTING FOREIGN MARKET ENTRY DECISION

Öz

Decision
making on foreign market entry is regarded as a complex process, which includes
many antecedent factors to be evaluated together. A wrong decision may prevent
multinational enterprises from exiting foreign markets. As a matter of fact,
there is a return risk potential on investments and resources (capital, human
resources and technology) used in foreign market entry. Due to the importance
of organizational longevity in sustaining, this study aims to determine factors
affecting foreign market entry decision. To this end, the authors apply to the
literature review and synthesis techniques and hence identify nine antecedent
factors affecting foreign market entry decision.

Anahtar Kelimeler

Foreign Market Entry Strategies, Transaction Cost Theory, Resource Based View, Actor Network Theory, Stages Models of Internationalisation

Kaynakça

• Agarwal, S., & Ramaswami, S. N. (1992). “Choice of foreign market entry mode: Impact of ownership, location and internalization factors”, Journal of International Business Studies, 23(1), 1-27.
• Albaum, G., & Tse, D. K. (2001). “Adaptation of international marketing strategy components, competitive advantage, and firm performance: a study of Hong Kong exporters”, Journal of International Marketing, 9(4), 59-81.
• Blesa, A., & Ripollés, M. (2008). “The influence of marketing capabilities on economic international performance”, International Marketing Review, 25(6), 651-673.
• Bradley, F., & Gannon, M. (2000). “Does the firm’s technology and marketing profile affect foreign market entry?”, Journal of International Marketing, 8(4), 12-36.
• Burgel, O., & Murray, G. C. (2000). “The international market entry choices of start-up companies in high-technology industries”, Journal of International Marketing, 8(2), 33-62.
• Carlos Pinho, J. (2007). “The impact of ownership: Location-specific advantages and managerial characteristics on SME foreign entry mode choices”, International Marketing Review, 24(6), 715-734.
• Chen, Y. R., Yang, C., Hsu, S. M., & Wang, Y. D. (2009). “Entry mode choice in China's regional distribution markets: Institution vs. transaction costs perspectives”, Industrial Marketing Management, 38(7), 702-713.
• Chen, H., Griffith, D. A., & Hu, M. Y. (2006). “The influence of liability of foreignness on market entry strategies: An illustration of market entry in China”, International Marketing Review, 23(6), 636-649.
• Chiao, Y. C., Lo, F. Y., & Yu, C. M. (2010). “Choosing between wholly-owned subsidiaries and joint ventures of MNCs from an emerging market”, International Marketing Review, 27(3), 338-365.
• Coviello, N. E., & Martin, K. A. M. (1999). “Internationalization of service SMEs: an integrated perspective from the engineering consulting sector”, Journal of International Marketing, 42-66.
• Dow, D. (2000). “A note on psychological distance and export market selection”, Journal of International Marketing, 8(1), 51-64.
• Ekeledo, I., & Sivakumar, K. (2004). “International market entry mode strategies of manufacturing firms and service firms: A resource-based perspective”, International Marketing Review, 21(1), 68-101.
• Forlani, D., Parthasarathy, M., & Keaveney, S. M. (2008). “Managerial risk perceptions of international entry-mode strategies: The interaction effect of control and capability”, International Marketing Review, 25(3), 292-311.
• He, X., Lin, Z., & Wei, Y. (2016). “International market selection and export performance: A transaction cost analysis”, European Journal of Marketing, 50(5/6).
• Herrmann, P., & Datta, D. K. (2006). “CEO experiences: Effects on the choice of FDI entry mode”, Journal of Management Studies, 43(4), 755-778.
• Hryckiewicz, A., & Kowalewski, O. (2010). “Economic determinates, financial crisis and entry modes of foreign banks into emerging markets”, Emerging Markets Review, 11(3), 205-228.
• Jaffe, E. D., Nebenzahl, I. D., & Pasternak, H. (1989). “The export behavior of small and medium-sized Israeli manufacturers”, Journal of Global Marketing, 2(2), 27-51.
• Ji, J., Dimitratos, P., & Huang, Q. (2016). “Problem-solving dissension and international entry mode performance”, International Marketing Review, 33(2), 219-245.
• Johanson, J., & Vahlne, J. E. (2009). “The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership”, Journal of International Business Studies, 40(9), 1411-1431.
• Kamakura, W. A., Ramón-Jerónimo, M. A., & Gravel, J. D. V. (2012). “A dynamic perspective to the internationalization of small-medium enterprises”, Journal of the Academy of Marketing Science, 40(2), 236-251.
• Khemakhem, R. (2010). “Explaining the entry mode choice among Tunisian exporting firms: Development and test of an integrated model”, European Journal of Marketing, 44(1/2), 223-244.
• Laufs, K., Bembom, M., & Schwens, C. (2016). “CEO characteristics and SME foreign market entry mode choice: The moderating effect of firm’s geographic experience and host-country political risk”, International Marketing Review, 33(2), 246-275.
• Malhotra, S., & Sivakumar, K. (2011). “Simultaneous determination of optimal cultural distance and market potential in international market entry”, International Marketing Review, 28(6), 601-626.
• Mayrhofer, U. (2004). “International market entry: does the home country affect entry-mode decisions?”, Journal of International Marketing, 12(4), 71-96.
• Mcnaughton, R. B., & Bell, J. (2001). “Channel switching between domestic and foreign markets”, Journal of International Marketing, 9(1), 24-39.
• Moon, J., & Lee, H. (1990). “On the internal correlates of export stage development: an empirical investigation in the Korean electronics industry”, International Marketing Review, 7(5).
• Moore, C. M., Doherty, A. M., & Doyle, S. A. (2010). “Flagship stores as a market entry method: the perspective of luxury fashion retailing”, European Journal of Marketing, 44(1/2), 139-161.
• Mutlu, E. C. (2008). Uluslararası İşletmecilik, Beta Yayınları.
• Obadia, C., & Vida, I. (2006). “Endogenous opportunism in small and medium-sized enterprises' foreign subsidiaries: classification and research propositions”, Journal of International Marketing, 14(4), 57-86.
• Sousa, C. M., & Tan, Q. (2015). “Exit from a Foreign Market: Do Poor Performance, Strategic Fit, Cultural Distance, and International Experience Matter?”, Journal of International Marketing, 23(4), 84-104.
• Pla-Barber, J., Villar, C., & León-Darder, F. (2014). “Augmenting versus exploiting entry modes in soft services: Reconsidering the role of experiential knowledge”, International Marketing Review, 31(6), 621-636.
• Rugman, A. M., & Collinson, S. (2009). International Business. Pearson Education.
• Rugman, A. M., & Verbeke, A. (1992). “A note on the transnational solution and the transaction cost theory of multinational strategic management”, Journal of International Business Studies, 23(4), 761-771.
• Sivakumar, K. (2002). “Simultaneous determination of entry timing and involvement level: An optimization model for international marketing”, International Marketing Review, 19(1), 21-38.
• Slangen, A. H., & Dikova, D. (2014). “Planned marketing adaptation and multinationals' choices between acquisitions and greenfields”, Journal of International Marketing, 22(2), 68-88.
• Talay, M. B., & Cavusgil, S. T. (2009). “Choice of ownership mode in joint ventures: An event history analysis from the automotive industry”, Industrial Marketing Management, 38(1), 71-82.
• Taylor, C. R., Zou, S., & Osland, G. E. (2000). “Foreign market entry strategies of Japanese MNCs”, International Marketing Review, 17(2), 146-163.
• World Trade Report (2014). Trade and Development: Recent Trends and the Role of the WTO.
• Yeoh, P. L. (2011). “Location choice and the internationalization sequence: Insights from Indian pharmaceutical companies”, International Marketing Review, 28(3), 291-312.