Evaluation of strategic alternatives for corporate-group international expansion
DOI: https://doi.org/10.3846/mla.2025.25043Abstract
In the mobility services sector, where economic, regulatory, technological, competitive and demand factors drive outcomes, rapid change creates a need for a clear, rational decision methodology. To ensure consistent international expansion, this study integrates strategic management and internationalization theory to design a criteria set for corporate-group market evaluation. The set is empirically validated in one mobility-services group using a panel of five senior managers who assessed three Central European markets—Poland, Czechia and Hungary. Criterion weights were obtained with AHP (pairwise comparisons on the Saaty 1–9 scale; consistency ratio CR ≤ 0.10) and alternatives were ranked using TOPSIS. Robustness was tested via sensitivity analysis by systematically varying weights ±10–20% and applying an equal-weights scenario; the ranking did not change. Based on the closeness coefficient, the results rank Czechia first (Ci = 0.626), Poland second (Ci = 0.595) and Hungary third (Ci = 0.306). The conclusions discuss portfolio implications for entry sequencing between short-term rental and long-term leasing models. The study contributes a sector-calibrated, literature-grounded and empirically validated criteria set, an AHP–TOPSIS application with real executive judgments and robustness checks, and a portfolio perspective that enables decisions for the whole corporate group rather than a single brand.
Article in Lithuanian.
Įmonių grupės tarptautinės plėtros strateginių alternatyvų vertinimas
Santrauka
Mobilumo paslaugų sektoriuje, kuriame sprendimus lemia ekonominiai, reguliaciniai, technologiniai, konkurenciniai ir paklausos / vartotojų elgsenos veiksniai, spartūs pokyčiai didina poreikį turėti aiškią metodiką sprendimams priimti. Dėl išorinių veiksnių spaudimo tampa būtina vadovautis racionaliu sprendimų priėmimu, kad tarptautinės plėtros sprendimai būtų pagrįsti ir nuoseklūs. Remiantis strateginio valdymo ir internacionalizacijos pagrindinėmis teorijomis, suformuojamas kriterijų rinkinys, skirtas priimti strateginiams įmonių grupės internacionalizacijos sprendimams, susijusiems su rinkų alternatyvų vertinimu. Rinkinys empiriškai patikrintas vienos mobilumo paslaugų įmonių grupės atveju, įtraukiant penkis ekspertus – atskirų toje grupėje veikiančių įmonių vadovus, kurie įvertino tris Centrinės Europos rinkas: Lenkiją, Čekiją ir Vengriją. Kriterijų svoriai nustatomi taikant AHP (poriniai palyginimai pagal Saaty 1–9; suderinamumo patikra, CR ≤ 0,10), o alternatyvių rinkų reitingas sudaromas TOPSIS metodu. Sprendimo stabilumui įvertinti atlikta jautrumo analizė – svoriai sistemiškai varijuoti ±10–20 % ir pritaikytas lygiaverčių svorių scenarijus; reitingo eiliškumas nepasikeitė. Rezultatai parodė, kad pagal artumo koeficientą pirmauja Čekija (Ci = 0,626), po jos – Lenkija (Ci = 0,595), trečia – Vengrija (Ci = 0,306). Išvadose aptariamos portfelio (trumpalaikės / ilgalaikės nuomos) implikacijos įėjimo sekai. Straipsnio indėlis pasireiškia sektoriui pritaikytu ir įmonių grupės (portfelio) specifiką atliepiančiu, literatūra grįstu, empiriškai validuotu kriterijų rinkiniu, AHP–TOPSIS taikymu su realių ekspertų vertinimais ir rezultatų tvirtumo patikra bei portfelio perspektyva, leidžiančia sprendimus priimti visai įmonių grupei, o ne tik atskiram prekės ženklui.
Reikšminiai žodžiai: strateginis valdymas, internacionalizacija, rinkos žinios, AHP, TOPSIS, mobilumo paslaugos, Centrinė Europa, portfelio perspektyva, įmonių grupė.
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strategic management, internationalization, market knowledge, AHP, TOPSIS, mobility services, Central Europe, port folio perspective, corporate groupHow to Cite
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