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Journal articles on the topic 'Marketing entry'

Author: Grafiati
Published: 29 June 2021
Last updated: 5 February 2022

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1

Robinson, William T. "Marketing Mix Reactions to Entry." Marketing Science 7, no. 4 (November 1988): 368–85. http://dx.doi.org/10.1287/mksc.7.4.368.

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2

Nielson, Charles C. "Global marketing: Foreign entry, local marketing and global management." International Journal of Research in Marketing 14, no. 3 (July 1997): 298–300. http://dx.doi.org/10.1016/s0167-8116(97)89448-7.

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3

Nisar, Shaista, Agyenim Boateng, Junjie Wu, and Mary Leung. "Understanding the motives for SMEs entry choice of international entry mode." Marketing Intelligence & Planning 30, no. 7 (October 19, 2012): 717–39. http://dx.doi.org/10.1108/02634501211273823.

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4

Yang, Nathan. "Learning in retail entry." International Journal of Research in Marketing 37, no. 2 (June 2020): 336–55. http://dx.doi.org/10.1016/j.ijresmar.2019.09.005.

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5

Gable, Myron, Martin T. Topol, Stephen Mathis, and Melvyn E. Fisher. "Entry barriers in retailing." Journal of Retailing and Consumer Services 2, no. 4 (October 1995): 211–21. http://dx.doi.org/10.1016/0969-6989(95)00056-9.

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6

Aulakh, Preet S., Sevgin Eroglu, and Francis M. Ulgado. "Book Review: Global Marketing: Foreign Entry, Local Marketing, and Global Management." Journal of International Marketing 5, no. 2 (June 1997): 103–5. http://dx.doi.org/10.1177/1069031x9700500208.

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7

Yeu-Shiang Huang and Jyh-Wen Ho. "Stochastic Entry of Competitors and Marketing Decisions." IEEE Transactions on Engineering Management 59, no. 1 (February 2012): 129–37. http://dx.doi.org/10.1109/tem.2010.2049852.

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8

Frey, John B. "Commentary on “Marketing Mix Reactions to Entry”." Marketing Science 7, no. 4 (November 1988): 386–87. http://dx.doi.org/10.1287/mksc.7.4.386.

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9

Gaskin, Steven P. "Commentary on “Marketing Mix Reactions to Entry”." Marketing Science 7, no. 4 (November 1988): 388–89. http://dx.doi.org/10.1287/mksc.7.4.388.

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10

Mehrotra, Sunil. "Commentary on “Marketing Mix Reactions to Entry”." Marketing Science 7, no. 4 (November 1988): 390. http://dx.doi.org/10.1287/mksc.7.4.390.

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11

Pearce, Richard. "Global Marketing: Foreign Entry, Local Marketing, and Global Management2Johny K. Johansson. Global Marketing: Foreign Entry, Local Marketing, and Global Management. 2002: McGraw‐Hill, ISBN: 0072471484 3rd ed." International Marketing Review 20, no. 2 (April 2003): 218–20. http://dx.doi.org/10.1108/imr.2003.20.2.218.2.

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12

Niu, Yongge, Lily C. Dong, and Rong Chen. "Market entry barriers in China." Journal of Business Research 65, no. 1 (January 2012): 68–76. http://dx.doi.org/10.1016/j.jbusres.2011.01.018.

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13

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 67, no. 1 (January 2003): 116–28. http://dx.doi.org/10.1509/jmkg.67.1.116.18593.

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This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from more than 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. Each entry has an identifying number. Cross-references appear immediately under each subject heading.
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14

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 67, no. 2 (April 2003): 140–50. http://dx.doi.org/10.1509/jmkg.67.2.140.18616.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from more than 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. Each entry has an identifying number. Cross-references appear immediately under each subject heading.
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15

Ahn, Jong Bae. "A Study on Marketing Factors for Successful Entry to India Market by Case of Hyunai Motor’s India Entry Marketing." Korean Business Education Review 35, no. 2 (April 30, 2020): 471–88. http://dx.doi.org/10.23839/kabe.2020.35.2.471.

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16

Gruca, Thomas S., D. Sudharshan, and K. Ravi Kumar. "Marketing mix response to entry in segmented markets." International Journal of Research in Marketing 18, no. 1-2 (June 2001): 53–66. http://dx.doi.org/10.1016/s0167-8116(01)00030-1.

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17

Springer, Reiner. "Market Entry and Marketing Strategies for Eastern Europe." Journal of East-West Business 1, no. 3 (December 1995): 67–104. http://dx.doi.org/10.1300/j097v01n03_05.

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18

Kornelis, Marcel, Marnik G. Dekimpe, and Peter S. H. Leeflang. "Does competitive entry structurally change key marketing metrics?" International Journal of Research in Marketing 25, no. 3 (September 2008): 173–82. http://dx.doi.org/10.1016/j.ijresmar.2008.01.003.

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19

Speck, Paul S. "Marketing Literature Review." Journal of Marketing 51, no. 2 (April 1987): 121–33. http://dx.doi.org/10.1177/002224298705100210.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature data base. Marketing-related abstracts from over 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the data base. JM wishes to thank Data Courier Inc for use of the ABI/INFORM business data base. Each entry has an identifying number. Cross-references appear immediately under each subject heading. Requests for specific articles should be directed to the specific publication named or to Data Courier Inc. (800/626–2823). Abstracts of the articles are contained in the ABI/INFORM data base which is available through many on-line search vendors.
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20

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 66, no. 1 (January 2002): 108–19. http://dx.doi.org/10.1509/jmkg.66.1.108.18452.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from more than 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. Each entry has an identifying number. Cross-references appear immediately under each subject heading. The following article abstracts are available online from the ABI/INFORM database, which is published and copyrighted by ProQuest Information and Learning. For additional information about access to the database or about obtaining photocopies of the articles abstracted here, please call (800) 521-0600 or write to ProQuest, 300 N. Zeeb Rd., Ann Arbor, MI 48106.
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21

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 66, no. 2 (April 2002): 142–55. http://dx.doi.org/10.1509/jmkg.66.2.142.18473.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from more than 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. Each entry has an identifying number. Cross-references appear immediately under each subject heading. The following article abstracts are available online from the ABI/INFORM database, which is published and copyrighted by ProQuest Information and Learning. For additional information about access to the database or about obtaining photocopies of the articles abstracted here, please call (800) 521-0600 or write to ProQuest, 300 N. Zeeb Rd., Ann Arbor, MI 48106.
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22

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 66, no. 3 (July 2002): 128–40. http://dx.doi.org/10.1509/jmkg.66.3.128.18509.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from more than 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. Each entry has an identifying number. Cross-references appear immediately under each subject heading. The following article abstracts are available online from the ABI/INFORM database, which is published and copyrighted by ProQuest Information and Learning. For additional information about access to the database or about obtaining photocopies of the articles abstracted here, please call (800) 521-0600 or write to ProQuest, 300 N. Zeeb Rd., Ann Arbor, MI 48106.
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23

Moazeni, Somayeh, Boris Defourny, and Monika J. Wilczak. "Sequential Learning in Designing Marketing Campaigns for Market Entry." Management Science 66, no. 9 (September 2020): 4226–45. http://dx.doi.org/10.1287/mnsc.2019.3384.

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Developing marketing campaigns for a new product or a new target population is challenging because of the scarcity of relevant historical data. Building on dynamic Bayesian learning, a sequential optimization assists in creating new data points within a finite number of learning phases. This procedure identifies effective advertisement design elements as well as customer segments that maximize the expected outcome of the final marketing campaign. In this paper, the marketing campaign performance is modeled by a multiplicative advertising exposure model with Poisson arrivals. The intensity of the Poisson process is a function of the marketing campaign features. A forward-looking measurement policy is formulated to maximize the expected improvement in the value of information in each learning phase. A computationally efficient approach is proposed that consists of solving a sequence of mixed-integer linear optimization problems. The performance of the optimal learning policy over a set of benchmark policies is evaluated using examples inspired from the property and casualty insurance industry. Further extensions of the model are discussed. This paper was accepted by Eric Anderson, marketing.
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24

Gatignon, Hubert, Erin Anderson, and Kristiaan Helsen. "Competitive Reactions to Market Entry: Explaining Interfirm Differences." Journal of Marketing Research 26, no. 1 (February 1989): 44–55. http://dx.doi.org/10.1177/002224378902600104.

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Competitive reactions are recognized as a driving force influencing marketing decisions. The authors seek to explain how established competitors in an oligopoly react to a significant new entry in their market. It has been suggested that at least some established competitors will react to a market entry positively and at least some competitors will react negatively or not at all. Both theory and evidence suggest that not all firms will react to an entry in the same way. The authors posit that interfirm differences in competitive reactions to entry can be predicted by observing, for each competitor, the elasticity of each marketing mix variable. Competitors will retaliate with their effective marketing mix “weapons” and retreat with their ineffective marketing instruments. These predictions are tested by estimating the parameters of an econometric model of demand response functions and reaction functions with data from the market for an over-the-counter gynecological product and from the airline industry. Results, replicated in the two markets, are substantially consistent with predictions.
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25

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 64, no. 2 (April 2000): 109–21. http://dx.doi.org/10.1509/jmkg.64.2.109.17997.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from over 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. JM thanks UMI for use of the ABI/INFORM business database. Each entry has an identifying number. Cross-references appear immediately under each subject heading. The following article abstracts are available online from the ABI/INFORM database, which is published and copyrighted by UMI. For additional information about access to the database or about obtaining photocopies of the articles abstracted here, please call (800) 626-2823 or write to UMI, 300 N. Zeeb Rd., Ann Arbor, MI 48106.
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26

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 64, no. 3 (July 2000): 102–14. http://dx.doi.org/10.1509/jmkg.64.3.102.18031.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from over 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. JM thanks UMI for use of the ABI/INFORM business database. Each entry has an identifying number. Cross-references appear immediately under each subject heading. The following article abstracts are available online from the ABI/INFORM database, which is published and copyrighted by UMI. For additional information about access to the database or about obtaining photocopies of the articles abstracted here, please call (800) 626-2823 or write to UMI, 300 N. Zeeb Rd., Ann Arbor, MI 48106.
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27

Gatignon, Hubert, Thomas S. Robertson, and Adam J. Fein. "Incumbent defense strategies against new product entry." International Journal of Research in Marketing 14, no. 2 (May 1997): 163–76. http://dx.doi.org/10.1016/s0167-8116(96)00035-3.

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28

Osland, Gregory E., Charles R. Taylor, and Shaoming Zou. "Selecting international modes of entry and expansion." Marketing Intelligence & Planning 19, no. 3 (June 2001): 153–61. http://dx.doi.org/10.1108/02634500110391690.

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29

Sánchez-Peinado, Luz, and Martina Menguzzato-Boulard. "Antecedents of entry mode choice when diversifying." Industrial Marketing Management 38, no. 8 (November 2009): 971–83. http://dx.doi.org/10.1016/j.indmarman.2008.05.003.

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30

Leonard, Myron. "Marketing Literature Review." Journal of Marketing 57, no. 1 (January 1993): 111–26. http://dx.doi.org/10.1177/002224299305700108.

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Abstract:
This section is based on a selection of article abstracts from a comprehensive business literature database. Marketing-related abstracts from over 125 journals (both academic and trade) are reviewed by JM staff. Descriptors for each entry are assigned by JM staff. Each issue of this section represents three months of entries into the database. JM wishes to thank Data Courier Inc. for use of the ABI/INFORM business database. Each entry has an identifying number. Cross-references appear immediately under each subject heading. The following article abstracts are available online from the ABI/INFORM database, which is published and copyrighted by UMI/Data Courier, Inc. For additional information about access to the database or about obtaining photocopies of the articles abstracted below, please call (800) 626-2823 or write to UMI/Data Courier, Inc., 620 South Fifth Street, Louisville, KY 40202. Each article costs $10.75. Customers with deposit accounts of $200 or more pay $8.75 per article.
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31

Nuryakin and Elia Ardyan. "SMEs’ marketing performance: the mediating role of market entry capability." Journal of Research in Marketing and Entrepreneurship 20, no. 2 (October 15, 2018): 122–46. http://dx.doi.org/10.1108/jrme-03-2016-0005.

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PurposeThis study aims to examine an empirical evidence of the relationship between relational capital, network competence and market entry capabilities on marketing performance in small- and medium-sized enterprises’ (SMEs’) furniture export orientation in Central Java, Indonesia.Design/methodology/approachThis study uses a quantitative research approach to investigate the relationship between relational capital, network competence, market entry capabilities and marketing performance. To achieve the research objectives, data were collected from managers or owners of furniture export orientation in Central Java, Indonesia. Using structural equation modeling, and after a series of exploratory and confirmatory factor analyzed, the authors tested an integrated model of the relationship between relational capital, network competence, market entry capabilities and marketing performance.FindingsThe result of this study indicates that relational capital has a positive significant effect on marketing performance. Relational capital has an insignificant effect on market entry capabilities. Network competence has a positive effect on market entry capabilities. Market entry capabilities have a positive effect on marketing performance. Other results also show that market entry capabilities can mediate the influence of network competence and marketing performance.Research limitations/implicationsThe limitation of this research indicates that respondents in this research are very varied, if it is seen from their background into furniture business development, whereas many respondents do not have enough understanding of the questionnaire distributed. This research is only developed at the SMEs’ furniture area, so it cannot be generalized at the other organizational area. The influencing of relational capital result in market entry capability has not suitable with theory built. It is because inaccurate dimension market entry capability has been applied in this research. For future research, it is suggested to look for alternative dimension of market entry capability.Practical implicationsBased on the analysis results and discussion, it can be formulated that managerial implication explains the following steps: first, a company should focus on long-period relationship development. Focus on long-period relationship development will increase customer loyalty and company performance. Moreover, the customer has long-term relationship with organization, although instability condition because of the belief in long-period relationship and strong commitment to each other. The evidence from this study suggests that’s the organization needs to develop the long-term relationship with customer. Second, networking competency is important in market entry capability. Relationship can change anytime; therefore, the company has to have a strong competency of network developing. This competency helps company to enhance strong relationship. The strong network relationship helps company face easier ways in market entry capability.Originality/valueThe results of this research indicate that the role played by relational capital to increase market entry capability is not as good as the role played by network capability on market entry capability. In the international market context, the role of resource-based view is better than that of transaction cost economy in influencing market entry capability. Other results also show that market entry capabilities can mediate the influence of network competence and marketing performance.
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32

Barrett, Christopher B. "Food marketing liberalization and trader entry: Evidence from Madagascar." World Development 25, no. 5 (May 1997): 763–77. http://dx.doi.org/10.1016/s0305-750x(96)00132-5.

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33

John, Joby, and Mark Needel. "Entry-Level Marketing Research Recruits: What do Recruiters Need?" Journal of Marketing Education 11, no. 1 (April 1989): 68–73. http://dx.doi.org/10.1177/027347538901100113.

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34

Peterson, Robin T., and J. Stuart Devlin. "Perspectives on Entry-Level Positions by Graduating Marketing Seniors." Marketing Education Review 4, no. 2 (July 1994): 2–5. http://dx.doi.org/10.1080/10528008.1994.11488448.

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35

Matsui, Kenji. "Strategic upfront marketing channel integration as an entry barrier." European Journal of Operational Research 220, no. 3 (August 2012): 865–75. http://dx.doi.org/10.1016/j.ejor.2012.02.041.

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36

Min, Sungwook, Namwoon Kim, and Ge Zhan. "The impact of market size on new market entry: a contingency approach." European Journal of Marketing 51, no. 1 (February 13, 2017): 2–22. http://dx.doi.org/10.1108/ejm-12-2013-0696.

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Purpose The purpose of this study is to offer explanations of the wide variation in the impact of market size on new market entry decisions – i.e. its positive impact lessens because of unreliable predictability of market size on post-entry profit and entry motivations other than post-entry profit. Design/methodology/approach On the basis of the two explanations, this paper builds a contingency frame that the impact of market size on new market entry depends on entry-context-specific variables. It validates the contingency frame, empirically analyzing 219 parameter estimates of the impact of market size on market entry obtained from 41 existing empirical studies. Findings The meta-analysis results reveal that the entry-context-specific variables used in this study – niche market entry, high-tech market entry, entry by industry incumbent firms and the year of market entry – notably moderate the impact of market size on new market entry decisions, as the research frame suggests. Research limitations/implications This study examines the various literature and study outcomes in the areas of marketing, economics and strategy to elucidate whether and when market size is a critical driver of new market entry. In most cases, the greater the new market size, the greater is the propensity to enter the market. However, the contingency arguments stated in this paper suggest that firms may and do enter a new market even if the market size is not large at the time of entry. Originality/value This paper enhances the understanding of the relative importance of market size in market entry decisions, which depend on various entry contexts. It clarifies the direction and magnitude of the impact of such entry contexts.
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37

Plakoyiannaki, Emmanuella, Aikaterini Pavlos Kampouri, Georgia Stavraki, and Iordanis Kotzaivazoglou. "Family business internationalisation through a digital entry mode." Marketing Intelligence & Planning 32, no. 2 (April 7, 2014): 190–207. http://dx.doi.org/10.1108/mip-01-2013-0016.

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Purpose – The purpose of this paper is to contribute to the emerging literature stream of family business (FB) internationalisation. Its purpose is twofold: first, to provide empirical evidence on the motives, facilitators and obstacles and second, to understand different pathways and entry modes of FB internationalisation. Design/methodology/approach – The authors employ a multiple case study design that draws on various sources of data and examines eight Greek companies in the apiculture sector. Findings – The case study evidence brings to the fore the existence of various motives, facilitators and obstacles to FB internationalisation in Greece. Moreover, it fleshes out the “e-born global” FB that employs a digital entry mode and heavily relies on new technologies in order to identify international opportunities and reduce information asymmetries in foreign markets. Such an entry mode allowed the investigated firms to achieve a speedy entry to foreign countries and compete in geographically distant markets. Practical implications – Understanding FB internationalisation may assist governments in adopting policies for stimulating outward activities of domestic firms. Originality/value – The results provide important insights into how FBs enter foreign markets and use technology in their internationalisation efforts.
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38

Evanschitzky, Heiner, and Florian v. Wangenheim. "Customer Value Based Entry Decision in International Markets." Journal of Relationship Marketing 5, no. 1 (April 4, 2006): 79–91. http://dx.doi.org/10.1300/j366v05n01_06.

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39

Chetty, Sylvie, Arto Ojala, and Tanja Leppäaho. "Effectuation and foreign market entry of entrepreneurial firms." European Journal of Marketing 49, no. 9/10 (September 14, 2015): 1436–59. http://dx.doi.org/10.1108/ejm-11-2013-0630.

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Purpose – The purpose of this study is to examine the decision-making process for entrepreneurial firms when entering foreign markets and how and why they entered those markets. Design/methodology/approach – A nascent theory in entrepreneurship called effectuation is combined with internationalization process theory as the conceptual framework to study decision-making under uncertainty. The central concept in both these theories is relationships and how they can be used to gain knowledge and thus reduce uncertainty and in the case of effectuation to co-create opportunities to enter foreign markets. The research design involves a multiple case study of software firms from Finland and New Zealand. Findings – It was found that entrepreneurs differentiate between foreign market selection and foreign market entry during their internationalization process, potentially using different decision-making processes in them. They tend to interweave effectuation and causation logics as substitutes in their decision-making. Uncertainty during foreign market entry is not always a barrier because it can provide opportunities depending on the logic used. In addition, there is evidence that entrepreneurs who have existing relationships in foreign markets tend to use effectuation to select and enter foreign markets. Originality/value – This paper transposes effectuation from its original field of entrepreneurship research to the context of internationalizing entrepreneurial firms. Consequently, it contributes toward understanding the decision-making process for selecting and entering foreign markets.
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40

Rodríguez-Pinto, Javier, Ana Isabel Rodríguez-Escudero, and Jesús Gutiérrez-Cillán. "Order, positioning, scope and outcomes of market entry." Industrial Marketing Management 37, no. 2 (April 2008): 154–66. http://dx.doi.org/10.1016/j.indmarman.2006.12.002.

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41

Simon, Hermann. "Market entry in Japan barriers, problems and strategies." International Journal of Research in Marketing 3, no. 2 (January 1986): 105–15. http://dx.doi.org/10.1016/0167-8116(86)90014-5.

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42

Libai, Barak, Eitan Muller, and Renana Peres. "The role of seeding in multi-market entry." International Journal of Research in Marketing 22, no. 4 (December 2005): 375–93. http://dx.doi.org/10.1016/j.ijresmar.2005.09.004.

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43

Yaprak, Attila. "Market entry barriers in China: A commentary essay." Journal of Business Research 65, no. 8 (August 2012): 1216–18. http://dx.doi.org/10.1016/j.jbusres.2011.06.040.

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44

Maignan, Isabelle, and Bryan A. Lukas. "Entry Mode Decisions." Journal of Global Marketing 10, no. 4 (March 11, 1997): 7–22. http://dx.doi.org/10.1300/j042v10n04_02.

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45

Brouthers, Keith D., Lance Eliot Brouthers, and Steve Werner. "Industrial sector, perceived environmental uncertainty and entry mode strategy." Journal of Business Research 55, no. 6 (June 2002): 495–507. http://dx.doi.org/10.1016/s0148-2963(00)00154-5.

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46

De Castro, Julio O., and James J. Chrisman. "Order of market entry, competitive strategy, and financial performance." Journal of Business Research 33, no. 2 (June 1995): 165–77. http://dx.doi.org/10.1016/0148-2963(94)00066-n.

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47

Pehrsson, Anders. "Strategy antecedents of modes of entry into foreign markets." Journal of Business Research 61, no. 2 (February 2008): 132–40. http://dx.doi.org/10.1016/j.jbusres.2006.09.032.

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48

Mayrhofer, Ulrike. "International Market Entry: Does the Home Country Affect Entry-Mode Decisions?" Journal of International Marketing 12, no. 4 (December 2004): 71–96. http://dx.doi.org/10.1509/jimk.12.4.71.53211.

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49

Hilmersson, Mikael, Martin Johanson, Heléne Lundberg, and Stylianos Papaioannou. "Serendipitous opportunities, entry strategy and knowledge in firms' foreign market entry." International Marketing Review 38, no. 3 (March 17, 2021): 585–612. http://dx.doi.org/10.1108/imr-01-2018-0029.

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PurposeFew researchers and even fewer practitioners would deny that serendipitous events play a central role in the growth process of firms. However, most international marketing models ignore the role of serendipity in the opportunity discovery process. The authors provide a nuanced view on international opportunities by developing the role of serendipitous opportunities in the foreign market entry process. The authors develop a model integrating the notions of serendipity, entrepreneurial logic, experiential knowledge and network knowledge redundancy. From the study’s model, the authors condense three sets of hypotheses on the relationships among experiential knowledge and entry strategy, network knowledge redundancy, entry strategy and serendipity.Design/methodology/approachThe authors confront the study’s hypotheses with data collected on-site at 168 Swedish firms covering 234 opportunities, and to test the hypotheses, the authors ran ordinary least squares (OLS) regression tests in three steps.FindingsThe results of the study’s analysis reveal that experiential knowledge and network knowledge redundancy both lead to a logic based on rigid planning and systematic search, which in turn reduces the likelihood that serendipitous opportunities will be realized in the foreign market entry process.Originality/valueThis is the first study that develops a measure of opportunities that are the outcome of serendipitous events. In addition, the authors integrate network and learning theories and internationalization theory by establishing antecedents to, and outcomes of, the entry strategy.
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Corstjens, M., C. Matutes, and D. Neven. "Entry encouragement." Marketing Letters 1, no. 3 (November 1990): 221–28. http://dx.doi.org/10.1007/bf00640799.

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