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Institutional voids, international learning effort and internationalization of emerging market new ventures

Adomako, Samuel
; 
Amankwah-Amoah, J.
; 
Dankwah, G.O.
; 
Danso, A.
; 
Donbesuur, F.
Publication Date
2019-12
End of Embargo
Supervisor
Keywords
Learning effort, Institutional voids, Home market environment, New venture internationalisation, Africa
Rights
© 2019 Elsevier. Reproduced in accordance with the publisher's self-archiving policy. This manuscript version is made available under the CC-BY-NC-ND 4.0 license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
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Yes
Open Access status
openAccess
Accepted for publication
22/04/2019
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Management and Law Publications
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Abstract
Much of the existing scholarly works portray institutional voids (IVs) in emerging economies as impeding forces against the development of new ventures. However, little attention has been paid to how such voids generate positive outcomes in emerging market new ventures. Drawing on the institutional theory, we propose IVs as crucial enablers of new venture internationalization. In addition, we investigate both how and when IVs enhance the degree to which new ventures internationalize by examining international learning effort (ILE) as a mediator and two domestic market environmental factors (i.e., environmental dynamism and competitive intensity) as important contingencies. We test our moderated mediation model using primary data gathered from 211 new ventures from Ghana. We found that ILE mediates the relationship between IVs and new venture internationalization and that both environmental dynamism and competitive intensity moderate the indirect relationship between home-country IVs and new venture internationalization. We discuss the theoretical and practical implications of this study.
URI
http://hdl.handle.net/10454/16984
Version
Accepted manuscript
Citation
Adomako S, Amankwah-Amoah J, Danquah GO et al (2019) Institutional voids, international learning effort and internationalization of emerging market new ventures. Journal of International Management. 25(4): 100666.
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Link to Version of Record
https://doi.org/10.1016/j.intman.2019.04.001
Type
Article
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