International markets have been a challenge for Brazilian companies. This article analyzes the process of entrance in international markets from an operations-based perspective based on multiple case studies. We discuss the decisions that take place along the operations value chain (OVC), following stage and strategic choice logics. The cases indicate different decisions in the OVC's activities, according to the company's insertion in international markets. The OVC's activities ranges supply, R&D, manufacturing, distribution and services. The results suggest that learning is the first objective for companies in the initial stages of internationalization. On the other hand, there are evidences that the geographic expansion of international activities is based on strategic choices along the OVC, when companies are in the most advanced stages of internationalization.
operations strategy; international business; value chain
