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Tech Trends Shaping Business Research

The barrage of new technologies that are introduced to the market, each with the promise of altering (or at least affecting) the corporate world, can easily make one numb. However, our examination of a few of the more important IT trends makes a strong argument for the fact that something important is taking place. Granularity, speed, and scale—the three key elements that have characterized the digital era—are typically being accelerated by these technological advancements. However, the extent of these shifts in bandwidth, computer power, and analytical complexity is what's creating new opportunities for organizations, inventions, and business models. Greater innovation may be made possible by the exponential gains in processing power and network speeds brought about by the cloud and 5G, for instance. Advances in the metaverse of augmented and virtual reality provide opportunities for immersive learning and virtual R&D using digital twins, for example. Technological development...
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Canada vs. USA Business Start-Up Strategies

A digital firm gotta flex its skills to keep up with the ever-changing vibes, ya know? Cahen and Borini (2020) peeped four major capabilities that digital firms work on when they go global: being able to vibe with different cultures, building global virtual networks, adapting to digital money moves across borders, and reconfiguring their business model for the international scene. Those capabilities are like, being able to flex the interface for international users and having a huge squad of customers that will bring in mad digital value. 

Moreover, firms should totally have a lit monetization strategy and be able to flexibly reconfigure its business model all along its activities.


They are like super important international digital competences (IDC) to get and they're all about the entrepreneurs' know-how, leadership, and networking skills (Cahen and Borini, 2020) but also toYo, like, if a company wants to go global online, they gotta have mad skills in stuff like partnering, dealing with customers, and managing business processes. Plus, they gotta invest in hella ICT resources, you know? This study by Westerlund (2020) talks about it. Oh, and Knight and Kim (2009) came up with this thing called international business competence (IBC) to show how good a company is at doing international stuff. IBC is like, this super cool thing that makes a company totally rock it on the international stage, ya know? (p. 255). It's like, firms gotta be flexin' their skills in different areas, you know? Like, they gotta be all about that international vibe and be able to adapt the whole organization to new situations through global interactions. In order to flex, slay, and flex on international markets, SMEs gotta develop mad competences and capabilities that the whole org management including the workforce's skills (Knight and Kim, 2009; Cavusgil and Knight, 2015; Cahen and Borini, 2020). An agile internationalization model suggested by Reineke and Hinz (2018) is the "backpacker" method, where new ventures are like subcontracted by big corporations and like follow them into a new market, where they can like increase their fam with market conditions and local partners and also like develop their own market presence, you know?

OMG, like SMEs are total noobs when it comes to internal biz, but the IBCs got their back to help them flex and slay their international expansion game (Knight and Kim, 2009).


OMG, like according to the born global and international new venture theories (Oviatt and McDougall, 1994; Cavusgil and Knight, 2015), the entrepreneur is, like, super important in the firm's capability building process (Weerawardena and Mort, 2006) and internationalization process (Gabrielsson and Pelkonen, 2008). Lit! OMG, like in Neubert's (2017) study, they were totally aware that the entrepreneur's role and skills were major factors for the international success of tech companies. The entrepreneurs' personal vibes and their networking game (Cannone and Ughetto, 2014), their global mindset and mad learning skills (Weerawardena et al., 2007), but also their past international experience and education are like super important to shape and impact how fast and in what way they go global (Cannone and Ughetto, 2014; Neubert, 2017). Weerawardena et al., (2007) like totally say that born global firms need to be like super international and have dope knowledge and quality products. And like, they gotta be all about learning, networking, and marketing, you know? The market- and internally focused learning orientation is like all about getting info from inside and outside and then turning it into like useful knowledge, you know? Netwurking and marketing skills help u get mad resources and flex ur biz in global niche markets real quick ur unique and uncopyable to level up ur efficiency. Getting IBC permits helps the growth of specific org capabilities and essential skills that will be embedded in the firm's routine and lead to the creation of unique resources.

GloNetz and Ecosys


OMG, so many scholars are like totally obsessed with networks, ecosystems, and relationships when it comes to the digital business model and internationalization strategy of digitally based firms. It's like a big deal, you know? They're all like "Arenius, Sasi and Gabrielsson, 2005; Coviello, 2006; Autio, 2017; Agostini and Nosella, 2019; Kromidha and Robson, 2020; Westerlund, 2020" and stuff. Both networks and ecosystems let companies flex their knowledge, thrive sustainably, and totally change up the ecosystem based on how much clout they have in the systems (Wulf and Butel, 2017). Despite those shared vibes, networks and ecosystems are lowkey different. Ecosystems are like a squad of companies that team up to flex their value proposition (Li, Chen, Yi, Mao and Liao, 2019). They're like, open systems made up of different networks that form a squad, while a network by itself is like a "structural entity within a bigger business ecosystem" (Wulf and Butel, 2017, p.1417). Alcácer, Cantwell and Piscitello (2016) be like, digital firms gotta know how to flex their networks to make that value and get ahead of those start-up struggles, you know? Coviello (2006) and Knight and Liesch (2016) be like, they both assume that network relationships, alliances, and other social capital are big factors in how new ventures do internationally. 

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