Making foreign market entry decisions.

This article investigates the impact of the overall strategic posture of the firm on the choice of entry mode into a foreign market. This framework identifies three underlying strategies—internationalization, growth, and business—that exert a powerful influence on the choice of an international joint venture as a means of achieving an organization's goals in a global market. After conceptualizing the different types of strategies and analyzing empirical cases, we develop an ordinal logistic regression model to examine the Spanish manufacturing sector for the 2000–2002 period. The results show that firms prefer an international joint venture over a wholly owned subsidiary when developing multidomestic and cost leadership strategies. © 2009 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]