Achieving high international market performance via simple vs complex configuration of international managerial network ties: A set theoretic approach across two countries

Abstract

This study investigates the configuration of entrepreneurial capabilities, international managerial network ties and its performance effect among international ventures located in institutionally different contexts (Austria and Hungary). The study introduces and defines the concept of simple vs complex configuration of international managerial network ties and uses a set theoretic approach to assess the configuration of the above factors. The results of the fuzzy set analysis demonstrate that international ventures can fully capitalize on their entrepreneurial capabilities when they rely on a complex configuration of international managerial network ties. The findings also show that international ventures seek a balance between institutionally different contexts which may result in behaviors that are normally unacceptable by home country-related cultural and institutional norms. Finally, the results reveal that integrating exploration and exploitation strategies requires a complex configuration of international managerial network ties, which in turn leads to high IMP.