Globalizing the emerging high-technology company

Two traditional models of global expansion were evaluated in an exploratory effort to explain the globalization patterns of emerging high-technology companies. In-depth field interviews were conducted with 19 Massachusetts-based companies that supply software or peripheral products for desktop computing to explore: their timing and aggressiveness in entering markets outside of North America; their structures and patterns for expansion; and their success. Sampled companies report nondomestic revenues ranging from 6% to 58% of their totals. Statistical analyses of ''globalization success,'' defined here as how quickly a company achieves substantial percentage of revenues from nondomestic markets, support an integrated model of globalization that combines a cluster of other influences with elements of Vernon's specific product cycle model and aspects of the more generic internationalization process models. In accordance with Vernon, high-tech products are developed primarily for the home market but are soon transferred overseas, more slowly to ''lagging markets.'' In contrast with Vernon, many different selling arrangements are employed and overseas production does not follow for most high-tech firms. In accordance with the general internationalization theory, when high-tech companies perceive foreign markets as risky they proceed cautiously, often using outside specialists to facilitate marker entry and increase their involvement over time as their familiarity increases. But in contrast with this, many high-tech firms, especially the most successful, do not even perceive such riskiness and do not exhibit such caution. Unrelated to either of those two models, and building upon the work of Rugman et al. [1], globalization success is most strongly linked to how aggressively senior management allocates internal resources to developing an overseas business model that approximates the company's U.S. model of selling/distributing. External environmental forces, too, such as the varied adoption rates of the underlying desktop computing platforms themselves as well as regulatory factors, also affect globalization of high-tech products and companies. (C) Elsevier Science Inc., 1996