This article focuses on the operation method (or entry mode) that a
company utilizes in developing its involvement in a foreign market. An
overview and critique of ‘economics’ and ‘process’ approaches to this issue
is undertaken. It is argued that both approaches use relatively constrained
frameworks of influences on mode choice, and have yet to come to terms with
the frequent reality of operation modes in combination. Methodological and
conceptual issues arising out of the analysis are considered as a basis for
moving forward the research in this area.
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