Boehe, D.2014-08-282014-08-282011Journal of International Management, 2011; 17(1):15-291075-42531873-0620http://hdl.handle.net/2440/84738Drawing on both a resource-based view of the firm and an in-depth case study, we develop a novel conceptual model that explains under what conditions a service firm may use its international affiliate network to build a differentiation-based competitive advantage in its domestic market. The bank we studied implemented a differentiation strategy by positioning itself as a "South American Bank" and by offering a set of foreign trade services to its domestic clients that were unique at the time of their introduction. Our conceptual model fills a gap in the literature on difficulties in internationalization by explaining under what conditions internationalizing firms may opt for a strategy that seeks to domestically exploit resources and capabilities that have been developed in the course of internationalization. © 2010 Elsevier Inc.enCopyright © 2010 Elsevier Inc. All rights reserved.Internationalization of service firms; Multinational banking; Emerging markets; Liability of foreignness; Barriers to expansionJournal article002012684010.1016/j.intman.2010.09.0110002874831000022-s2.0-7995168233820451Boehe, D. [0000-0001-9816-2347]