International Business Strategy for Kind Kones: Market Selection and Entry Strategies

This report discusses the development of internationalization strategy of the organization Kind Kones. The report includes a comprehensive analysis of six nations, institutional assessment, entry strategies, organizational design, and strategic position. The major purpose of this report is to develop a suitable internationalization strategy for Kind Kones along with a detailed description of the implementation.

Running head: INTERNATIONAL BUSINESS STRATEGY
INTERNATIONAL BUSINESS STRATEGY
Name of the Student
Name of the University
Author Note

1INTERNATIONAL BUSINESS STRATEGY
Executive Summary
This research report is based on international market entry strategies for the organization
Kind Kones which is determined to expand in a new market. The major purpose of the report
is to derive a proper understanding about how a business can enter a new market dealing with
all external and internal business factors. Before selecting a particular market for the
expansion six nations have been analysed with respect to their economic, political
environment and resource availability. The findings of the analysis select concludes New
Zealand as the most suitable country for the expansion of Kind Kones. In addition to this, the
business is suggested to select normative isomorphic entry strategy. For promoting the
business a new market, organization has been advised to select digital marketing approach.

2INTERNATIONAL BUSINESS STRATEGY
Table of Content
Introduction................................................................................................................................3
Organizational capability to expand to a new nation.................................................................4
Location Selection......................................................................................................................5
Institutional Assessment...........................................................................................................11
Entry Strategies........................................................................................................................12
Organizational Design..............................................................................................................14
Corporate Citizenship...............................................................................................................15
Strategic Position.....................................................................................................................16
Recommendation......................................................................................................................17
Conclusions -............................................................................................................................18
References................................................................................................................................19
Bibliography.............................................................................................................................21

3INTERNATIONAL BUSINESS STRATEGY
Executive Summary
Introduction
This report is based on the development of internationalization strategy of the
organization Kind Kones. The report discusses how the organization applies
internationalization strategy by expanding the operation to a new and selected nation amongst
the six nations. A business can expand its operation to a new market on the basis of certain
factors such as internal capability and market demands. The major purpose of this report is to
develop a suitable internationalization strategy for Kind Kones along with a detailed
description of the implementation. The report is prepared considering different sections
ranging from the market selection to strategic positions. The selection of the locations
demonstrates a comprehensive as well as a logical elimination of short-listed nations such as
Colombia, Indonesia, Mauritius, New Zealand, Qatar, and Taiwan. On the basis of the
assessment, two probable international expansion locations have been determined. The
assessment has been further supported as well as interpreted with a broader range of sources.
In addition to this, an institutional assessment has been performed which includes an
inclusive institutional evaluation of two discussed locations’ formal and informal context.
This section of the report also provides a comprehensive implication to lead the international
expansion location selection. The major objective of this section is to derive a proper
understanding about how selection of markets are determined considering the facts and
finding of existing literature. Likewise, market entry strategies have also been discussed in
the report by assessing a logical and critical comparison of significant entry approaches. This
section of the report also determines the appropriate market entry strategy for Kind Kones.
Similarly, there are two more sections such as organizational design and strategic position in
which organizational design has been determined on the basis of the selection of the market

4INTERNATIONAL BUSINESS STRATEGY
or the country. Eventually, the report presents a justified selection of corporate citizenship
approach, which is interpreted with a greater range of sources.
Organizational capability to expand to a new nation
The ice cream manufacturer Kind Kones in Malaysia has a strong market presence
due to its high quality and broad range of ice cream products. However, it is essential to learn
whether the organization holds the capability to expand its operation to a new market; rather
to a new nation. The following SWOT analysis framework determines Kind Kones’
capability to expand to a new market.
Strength
 Kind Kones has a growing market
presence its Malaysia
 The organization has unique
categories of products such as
Vegan, No-Nasty, Allergen
Sensitive, Fake Free and
Unprocessed (kindkones.com 2018).
 An established social media
presence has now become an eye-
catching approach attracting the
global attention
Weaknesses
 Product categories such as Burgers
and wrap sandwich are failed to gain
customers’ attention due to falling
under a known product category,
which is already produced by others
in the market
 Strategic issues: the firm does not
have any solid strategy for
customers management
 Pricing strategy of Kind Kones is
not aligned to market economy
structure and purchasing habits of
consumers (Bronzi & Rosenthal,
2014)
Opportunities
 Global ice cream market is valued at
Threats
 Advancement of internet technology,

5INTERNATIONAL BUSINESS STRATEGY
$68,072 million in 201 and it is
projected to reach $97,301 million
by 2024 (De Mooij, 2018)
 Increasing population, increasing
urbanization rate and developing
economy is expected to remain the
fundamental factor which could
drives the growth of the organization
especially, the digital marketing
approaches have made it easy for
many small and medium size firms
to target the wide market and
promote their products, which could
appear as challenge to Kind Kones.
This means that intensity of
competition is high
 Health Conscious people are
refraining from sweets and global
prevalence of diabetes among adults
over 18 years of age has increased
from 4.7% to 8.5% in 2015 and this
may further increases
Table 1: SWOT analysis of Kind Kones
(Source: Self-Made)
Location Selection
Operation
s Location
Kind Kones Country Selection
Global
Clusters
South
Ameri
ca
Ne
ar
Eas
t
South
Asian
East
Euro
pe
Lati
n
Euro
pe
Nor
dic
Africa
n
Ocea
nia
Fa
r
Ea
st
Confuc
ian

6INTERNATIONAL BUSINESS STRATEGY
High
Quality of
Life
(GDP)
Colom
bia
Qat
ar
Indone
sia
Maurit
ius
New
Zeala
nd
Taiwa
n
Low level
of
difficulty
to enter
the market
Qat
ar
Maurit
ius
New
Zeala
nd
Criminal
Rate
Qat
ar
Indone
sia
Low
Aging
Populatio
n
Indone
sia
Maurit
ius
Taiwa
n
Environm
ental
Condition
Maurit
ius
New
Zeala
nd
Availabili
ty of
Resources
Qat
ar
Indone
sia
New
Zeala
nd
Ice Cream
Consumpt
ion
New
Zeala
nd
Table 1: Factors of Global Cluster

7INTERNATIONAL BUSINESS STRATEGY
Compari
son
Tools
countrie
s
https://www.heritage.org/
index/ranking/
Economic Freedom
http://
rcii.gsu.edu/
Robinson
Country
Risk Index
http://
www.doingbusiness.org/en/
rankings
Ease of Doing Business
Colombi
a
68.9% (#42) 486 (#73) #59
Indonesia 64.2% (#69) 505 (#65) #72
Mauritius 75.1% (#21) 651 (#40) #64
New
Zealand
84.2% (#3) 935 (#11) #1
Qatar 72.6% (#29) 763 (#30) #83
Taiwan 76.6% (#13) 563 (#51) #15
Table 2: Factors for business sustainability
Distance Mauritius New Zealand Qatar Taiwan
Cultural
Administrative
Geographic
Economic
Total
Table 3: Cultural, administrative, geographic and Economical norms
(Source: Self-Made)

8INTERNATIONAL BUSINESS STRATEGY
According to Zhu and Chung (2014), people in Taiwan have traditional values based on
Confucian ethics; nonetheless, pressure particularly from industrialization are now
challenging these values but some traditional values still remain the same with the inclusion
of piety towards the parents. On the other side, New Zealand have unique as well as dynamic
culture and the culture is of its indigenous Maori people affect language, arts and accents of
all New Zealanders (Paton et al., 2014). Conversely, when it comes to geography, it has been
identified that Mauritius remains as the second largest island that belongs to a groups of
islands Mascarenes as called in French and this island is natural enough to attract the
attention of tourists and visitors (Sawmy & Damar-Ladkoo 2015).
On the contrary, Qatar is occupying a small desert peninsula which extends northward
from larger Arabian Peninsula. Notwithstanding, when it comes to geographic facts, it is
identified the climate of Qatar is a significant barrier as the climate is hot and human from
June to September with daytime temperature around 50 degree Celsius (Benmamoun et al.
2016). In addition, Qatar’s economic freedom scores 72.5, which makes the economy 29th
freest in 2018 but the overall score has decreased by 0.5%. Similarly, when it comes to
economic condition, Mauritius economic freedom scores 75.1, which makes economy 21st
freest in 2018. Svirydzenka and Petri (2017) mentioned that solid economic policies as well
as prudent banking practices in Mauritius helped business to deal with global business crisis.
Hence, table 3 indicates that when it comes to culture, both Mauritius and Taiwan are quite
similar in nature as both the nations are favourable towards of small size and scarcity of
natural resources. People in both Mauritius and Taiwan are quite social, friendly and this
could eventually prevails with visitors as well as locals. Nonetheless, table 3 also indicates
that Mauritius and Qatar are totally different than other four nations in terms of culture,
administrative, geographic and economic. This means Mauritius’s, for example, economic
state is different from New Zealand, Qatar and Taiwan.

9INTERNATIONAL BUSINESS STRATEGY
Resources Availability
Resources Taiwan Mauritius New Zealand Qatar
Economic
Resources
Skilled Human
Resources
Technical
Resources
Raw materials
such as milk,
vegetables,
coffee beans,
sugar, fruits, etc
Ranking
Table 4A: Resources Availability [Green= Attractive, Yellow= Neutral, Red=
Unattractive]
(Source: Self-Made)
Competitiveness of the resources
Resources Taiwan Mauritius New
Zealand
Qatar Competitiveness
[Green=Offensive,
Yellow=Equal
and
Red=Defensive]

10INTERNATIONAL BUSINESS STRATEGY
Economic
Resources
Skilled
Human
Resources
Technical
Resources
Raw
materials
such as milk,
vegetables,
coffee beans,
sugar, fruits,
etc
Table 4: Competitiveness of the resources
(Source: Self-Made)
The above presented tables help to observe that Mauritius and New Zealand are
eligible for the expansion of Kind Kones. It has been identified that New Zealand in the
recent time have made a significant development in technology. For example, the
advancement in wave technology such as omnipresent mobile access, which is giving
business both new opportunities as well as disruptive challenges. The government of NZ
welcomes the advancement of AI and internet technology. Such developed platforms create
vast potential for the businesses to understand as well as observe their performance along
with the environments in which they operate. On the other side, Mauritius, when it comes to
resources, is always leading ahead, as the nation has paid a significant attention to its

11INTERNATIONAL BUSINESS STRATEGY
freshwater, resources, natural resources, land resources and technology. For example, Bah
and Fang (2015) mentioned about a significant plan for “Development of the Water
Resources in Mauritius” which was developed in the nation in 2012 with the eventual
objectives to satisfy water demand in several ways. Therefore, on the basis of the resource
availability, it is worth mentioning that both New Zealand and Mauritius are well researched
options for the business expansion of Kind Kones.
Institutional Assessment
New Zealand’s political as well as economic stability delivers a safe environment for
investors and businesses. As put forward by Hong, Oxley, McCann and Le (2016), the nation
consistently remains in the top for its governmental transparency, democratic insinuation as
well as limited range of corruption. NZ is a parliamentary democracy as well as constitutional
monarchy with Queen Elizabeth. However, Paton et al., (2014) argued that New Zealand tend
to share legal, political as well as cultural heritages with Britain. So the judicial system is
particularly established on English law principles and particularly independent of the
legislature. Nonetheless, when it comes to benefits from the political perspectives, it is worth
stating that Mauritius benefit from the political vision as well as economic development
strategy which is skilfully implemented by its founder and first Prime Minister. Musara and
Gwaindepi (2014) particularly mentioned that Mauritius is recognizing its development
approach with the new challenge of trading without the safety of bilateral commercial
preferential agreements.
It is identified that Mauritius has variously been described to the world as the pearl of
Indian Ocean and African Tiger because of its uniqueness as an island economy
(Svirydzenka, & Petri, 2017). Mauritius remains as the oldest democracies in Africa and it is
a multi-cultural society widely observed for its socio-political stability as well as for peaceful
co-existence of its several religious as well as ethnic groups. Nonetheless, even though the

12INTERNATIONAL BUSINESS STRATEGY
political dominance is quite similar in both the nations but due to the consistent political
stability of New Zealand, Labour Party in New Zealand is led by Andrew little which is
dominant over the corporate and business sector in the nation. Conversely, when it comes to
dominance of political power, it has been identified that governmental system in New
Zealand is based on a Westminster model with a clear separation of powers between the
executives, parliament as well as judiciary. Nonetheless, it is worth stating that New Zealand
would be a convenient option for business from the political perspective as opposition parties
are always in favour of new business development in the nation.
Diplomacy planning assessment
In the view of foreign policy stance, the country New Zealand has developed a set of
strategic objectives along with nation’s strategic intentions which are reflected on Ministry’s
new strategic framework. The objectives are adjusted to articulate more clearly the value of
Ministry delivers to citizenship of New Zealand. The country has developed a ten year
planning horizon for its goals and results as the most appropriate timeframe for the influence
the nation is planning to achieve. The Ministry of Foreign Affairs of New Zealand create a
goal particularly focused on its international Relationship. On the other side, Madichie
(2015) mentioned that Mauritius foreign policy is particularly driven by trade and a
commitment to democracy. On the basis of British and French political heritage, the nation
has always maintained a close ties with the European Union Members and western nations in
general. It is further identified that much of nation’s foreign policy is particularly shaped
from its close bonds with SADC and besides this, the nation Mauritius tends to develop
relationship Asian nations like India for the commercial advantages.

13INTERNATIONAL BUSINESS STRATEGY
Entry Strategies
There are several ways of in which an organization could enter a foreign market.
Laufs, and Schwens (2014) mentioned that breaking into a foreign market- particularly one
with stiff rules and regulations would be a very daunting task. The article also reveals the fact
that if product or service is a success at home, expanding into New Zealand market could
offer a great amount of potential. The following are some of the strategies for expansion into
an international market have been critically reviewed.
An Isomorphic Perspectives
When it comes to foreign entry strategy, Ang, Benischke and Doh (2015) mentioned
that business should pay attention to the institutional factors at the time of examining
commonalities across many organizations in the entry mode decisions. According to the
authors, there are two conflicting set of institutional factors remain in the entry mode
decisions. The first factor includes the adaption to the local or regional market as well as their
unique characteristic and the other one revolves around isomorphic prevalent between the
multiple subsidiaries. Isomorphism remains as the primary driver of structural change and is a
process that forces one single units that deal with the same sets of environmental conditions.
It is probable that entry mode into a foreign nation remains as the primary
determination of MNC legitimacy as the entry mode selected reflected the degree of local
embeddedness, extent of adaption of products as well as overall commitment to the host
location. In addition, to enhance the legitimacy, the organization should follow one of three
aspects of isomorphism which indicates that business can adopt particular structure as well as
procedures as they are bound to do so. On the other side, the business needs to implement
certain structure as well as procedures that as they are expected to be effective than the
alternatives (Hernández & Nieto, 2015).

14INTERNATIONAL BUSINESS STRATEGY
Selection of the entry strategies
For Kind Kones, it is effective to select normative isomorphic entry strategy to
expand into New Zealand market. By relying on normative isomorphism, the organization
can adopt certain and effective process and procedures and this could enable the firm to
comply with the norms and these norms lead to effective outcome in the selected market.
Thereby, by adopting isomorphism, the organization can comply with the rules and
procedures and implement a structure that enhances their legitimacy and helps to establish
business as per the country’s business drivers.
Organizational Design
As put forward by Santos, Pache and Birkholz (2015) organization design remains as
the overall pattern of structural components and configuration applied to manage the overall
business. A business’s international division is typically abandoned with respect to global
organization design as the organization shifts from being domestically oriented with
international sales to become a multi-national corporation. Yarbrough and Yarbrough (2014)
mentioned that an international design should enable the business to integrate three types of
knowledge such as area, product and functional. In addition, it is also identified that a
business generally choose one of five common global organization designs such as product
area, functions, consumers or the matrix and it completely depends on the circumstances in
the selected market. Besides these variables, international organizational designs are divided
into multiple categories such as international matrix design, international functional
design, international customer design and hybrid international design.
Advantages and disadvantages of international design
As there are some particular variables in international organizational design, the
benefits and drawbacks can be categorised on the basis of variables. When it comes to

15INTERNATIONAL BUSINESS STRATEGY
benefits, under global functional, the organization can create departments that hold global
responsibility for common organizational functions. In addition to this, the organization could
develop and transfer expertise within each functional area and the business can maintain a
highly centralized control over the functional operations (Obel, 2014). Nonetheless, the major
drawback of this model global functional design is effective when it has limited products and
customers. The design does not promote coordination between the divisions. Moreover, it
could lead to imitation of resources among the authority holders. On the other side, global
matrix design enables organizations to pay attention to functional a well as product expertise
of its members as it brings together the functional, area and product expertise of the
organization (Foss, Lyngsie and Zahra, 2015). Moreover, this design helps the organization to
promote and establish organizational flexibility as well as develop a clear communication
throughout the division of the business. Conversely, the major disadvantage of the design is
that global matrix model is inappropriate for the organisations that have limited proudest and
runs operation in relatively a stable market.
Selection of the design:
Kind and Kones should select international customer design model which would help
firms to serve different categories or diverse categories of customers with particular needs.
This organizational design is effective for the organization because it might enable the firm to
use different market techniques when it targets a diverse customer groups and moreover it
enables the business to keep a record of how effectively it is performing within its individual
area or segment.
Corporate Citizenship
Influence or significance of corporate citizenship lies in the fact that how the
organization or the business is socially responsible both externally and internally. This means

16INTERNATIONAL BUSINESS STRATEGY
when a business performs its CSR initiatives, it has to ensure that the brand is aware of social
development and sustainability and employees development. Crane and Matten (2016)
mentioned that failing to meet social duties can lead to poor brand image. When a business
performs its social duties such as development of a healthcare setting, water preservation
campaign, or greenery initiatives can build a positive image in the mind of customers which
is certainly necessary for the development of business. In addition, proper involvement in
social duties can help the organization to derive competitive advantages from its operation.
On the other side, when Kind Kones takes care of the needs of its employees, employees
become more responsible towards their duties. Consequently, organizational performance or
productivity increases. The organization can reduce its employee turnover rate while
employee retention rate may increase.
Strategic Position
Wheelen et al., (2017) mentioned that business that tends to dominate the marketplace
is generally the ones that are determined to position themselves as the leader in particular
market segment. However, to position the brand as the leader, it should have or gain a
concise strategic capability or competency. Here, competency is referred to the resource
capabilities which might include financial resource, technical, human resource and
operational resources (raw material for the products and services that business provide). In
addition to this, competency can also include deep proficiency that enables business to
deliver unique value to customers. For example, if Kind Kones can sells its ice cream
products online to its customers it can generate unique values for its customers as other ice
cream producer in the market did not adopt this choice.
In addition to this, when it comes to values, brands consider both internal and external
values. So, to develop internal values, the organization needs to make its values consistent
between the organization and its employees. It might require a brand supporting culture

17INTERNATIONAL BUSINESS STRATEGY
which delivers a fit between the organization as well as its employees through the shared
values. On the other side, when it comes to external values, the business is mainly concerned
with brand image as well as its relation to brand equity. Ritala and Huizingh (2014)
mentioned that source of brand equity could differ depending on different framework.
Therefore brand equity and brand image are two different major components which Kind
Kones need to consider when generating external business values.
Recommendation
As Kind Kones is determined to enter the New Zealand market, the brand might find
it easy to establish the business due to the availability of plenty of resources in the nation.
The organization needs to make use of technical resources to focus on the wide market of
New Zealand. There are three key areas that brand needs to pay attention namely customer
data analysis, development of products and promotion of the products.
Action: In order to perform a customer data analysis, the brand could perform a
market analysis, where customer test and interests, and market demands can be learned. The
products should be developed on the basis of the findings of market analysis. In order to
promote the brand and products, business should adopt digital media marketing strategy
along with the use of social media channels.
Clarify: In order to perform market analysis, the brand needs to perform a PESTLE
and market forces analysis, which clarifies the existing market demands and challenges.
Likewise, the product development strategy should include a product life cycle framework. In
order to promote the brand on digital media channels, proper advertising content in terms of
products, services and deals should be promoted on social media channels YouTube,,
Facebook and Twitter.

18INTERNATIONAL BUSINESS STRATEGY
Justify: The above presented strategies are effective for Kind Kones as the brand is
supposed to run its operation in new market and thus, to gain full control over the market, it
should first learn about the market characteristics which can be done through a detailed
market analysis. On the other side, use of digital media channels will help the brand to
acquire the market in the shortest time.
Conclusions -
In conclusion, it can be mentioned that when entering the New Zealand market, there
are certain aspects that brand needs to consider such as ethical grounds. Product development
and promotional efforts should not go against New Zealand’s cultural and ethical norms. For
example, when promoting the ice cream products, it should not disclose any content that are
biased. Failure to meet the norms would negatively affect the brand. In addition, the brand
also needs to be aware of the use and wastage of environmental resources such as water, milk
and other natural resources. Failing to meet environmental standards could again affect the
brand negatively.

19INTERNATIONAL BUSINESS STRATEGY
References
Ang, S. H., Benischke, M. H., & Doh, J. P. (2015). The interactions of institutions on foreign
market entry mode. Strategic Management Journal, 36(10), 1536-1553.
Bah, E. H., & Fang, L. (2015). Impact of the business environment on output and
productivity in Africa. Journal of Development Economics, 114, 159-171.
Benmamoun, M., Sobh, R., Singh, N., & Moura, F. T. (2016). Gulf Arab E‐Business
Environment: Localization Strategy Insights. Thunderbird International Business
Review, 58(5), 439-452.
Bronzi, P., & Rosenthal, H. (2014). Present and future sturgeon and caviar production and
marketing: a global market overview. Journal of Applied Ichthyology, 30(6), 1536-
1546.
Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and
sustainability in the age of globalization. Oxford University Press.
De Mooij, M. (2018). Global marketing and advertising: Understanding cultural paradoxes.
SAGE Publications Limited.
Foss, N. J., Lyngsie, J., & Zahra, S. A. (2015). Organizational design correlates of
entrepreneurship: The roles of decentralization and formalization for opportunity
discovery and realization. Strategic Organization, 13(1), 32-60.
Hernández, V., & Nieto, M. J. (2015). The effect of the magnitude and direction of
institutional distance on the choice of international entry modes. Journal of World
Business, 50(1), 122-132.

20INTERNATIONAL BUSINESS STRATEGY
Hong, S., Oxley, L., McCann, P., & Le, T. (2016). Why firm size matters: investigating the
drivers of innovation and economic performance in New Zealand using the Business
Operations Survey. Applied Economics, 48(55), 5379-5395.
kindkones.com (2018). Kind Kones. Retrieved from https://kindkones.com/
Laufs, K., & Schwens, C. (2014). Foreign market entry mode choice of small and medium-
sized enterprises: A systematic review and future research agenda. International
Business Review, 23(6), 1109-1126.
Madichie, N. O. (2015). A commentary on African business & economic environment in
2015. African Journal of Business and Economic Research, 10(1), 5-24.
Musara, M., & Gwaindepi, C. (2014). Factors within the Business Regulatory Environment
Affecting Entrepreneurial Activity in South Africa. Mediterranean Journal of Social
Sciences, 5(6), 109.
Obel, B. (2014). Issues of organizational design: a mathematical programming view of
organizations. Elsevier.
Paton, D., Johnston, D., Mamula-Seadon, L., & Kenney, C. M. (2014). Recovery and
development: perspectives from New Zealand and Australia. In Disaster and
development (pp. 255-272). Springer, Cham.
Ritala, P., & Huizingh, E. (2014). Business and network models for innovation: strategic
logic and the role of network position. International Journal of Technology
Management, 66(2-3), 109-119.
Santos, F., Pache, A. C., & Birkholz, C. (2015). Making hybrids work: Aligning business
models and organizational design for social enterprises. California Management
Review, 57(3), 36-58.

21INTERNATIONAL BUSINESS STRATEGY
Sawmy, T., & Damar-Ladkoo, A. (2015). Wholesale and retail e-commerce in Mauritius:
Views of customers and employees. Studies in Business and Economics, 10(2), 170-
186.
Svirydzenka, K., & Petri, M. (2017). Mauritius: The Drivers of Growth–Can the Past Be
Extended?. Journal of Banking and Financial Economics, (2 (8)).
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2017). Strategic
management and business policy. pearson.
Yarbrough, B. V., & Yarbrough, R. M. (2014). Cooperation and governance in international
trade: The strategic organizational approach (Vol. 133). Princeton University Press.
Zhu, H., & Chung, C. N. (2014). Portfolios of political ties and business group strategy in
emerging economies: Evidence from Taiwan. Administrative Science
Quarterly, 59(4), 599-638.
Bibliography
Eriksson, K., Johanson, J., Majkgård, A., & Sharma, D. D. (2015). Experiential knowledge
and cost in the internationalization process. In Knowledge, Networks and Power (pp.
41-63). Palgrave Macmillan, London.
Evidence from new zealand SMEs. International small business journal, 34(1), 123-143.
Jiang, R. J., Beamish, P. W., & Makino, S. (2014). Time compression diseconomies in
foreign expansion. Journal of World Business, 49(1), 114-121.
Kelsey, J. (2015). The New Zealand experiment: A world model for structural adjustment?.
Bridget Williams Books.

22INTERNATIONAL BUSINESS STRATEGY
Laufs, K., & Schwens, C. (2014). Foreign market entry mode choice of small and medium-
sized enterprises: A systematic review and future research agenda. International
Business Review, 23(6), 1109-1126.
Park, Y. R., Song, S., Choe, S., & Baik, Y. (2015). Corporate social responsibility in
international business: Illustrations from Korean and Japanese electronics MNEs in
Indonesia. Journal of business ethics, 129(3), 747-761.
Piekkari, R., Welch, D., & Welch, L. S. (2014). Language in international business: The
multilingual reality of global business expansion. Edward Elgar Publishing.
Rock, M. T. (2017). Toward more sustainable development: the environment and industrial
policy in Taiwan. In Asia's Clean Revolution (pp. 194-208). Routledge.
Wang, C. H. (2014). How relational capital mediates the effect of corporate reputation on
competitive advantage: Evidence from Taiwan high-tech industry. Technological
Forecasting and Social Change, 82, 167-176.
Whittaker, D. H., Fath, B. P., & Fiedler, A. (2016). Assembling capabilities for innovation:
Wu, J., & Chen, X. (2014). Home country institutional environments and foreign expansion
of emerging market firms. International Business Review, 23(5), 862-872.