Abstract
Research Summary: Despite a vast body of theory on internationalization processes, little is known about the microfoundations of how firms deal with internal groups' diverse views when trying to make international commitment decisions. Drawing on the concept of opportunity formation and a detailed case study, we develop a model that shows how, under the condition of diverse internal meanings, firms can make an international commitment decision by creating " joint opportunity meanings. " We show how imagination plays an essential role in achieving this decision. Our study contributes to global strategy in multiple ways, including detailing some microfoundations of interna-tionalization process theory, assessing group-level dynamics in global strategy decision-making, and advancing insights into the relationship between opportunity formation and imagination. Managerial Summary: This paper explains how global organizations can reach a decision to commit to an opportunity in a foreign market in a situation characterized by disagreement among internal groups. We found how it was critical to move from diverse views on an opportunity to joint opportunity meanings, whereby the groups mutually accomplish a description of the