We leverage the strategy coalignment concept to address our key research question. Coalignment and its complementary contingency theory are deeply rooted in organization theory $($Drazin and Van de Ven $1985$; Zajac, Kraatz, and Bresser $2000).$ Within the context of this study, we posit that IMS adaptation $($or standardization$)$ by emerging$-$market exporters can lead to superior performance only to the extent that a high level of congruency is achieved vis$--$vis contextual dynamism and complexity within the developed markets being targeted $($Venkatraman and Prescott $1990).$ That is$,$ the interaction between environment and strategy is dynamic $($Miller $1988),$ necessitating multiple programs for differing contexts. Emerging$-$market exporters may suboptimize their performance when extending a dominant market strategy to the vastly different host markets in advanced economies, where competition is more intense and where they often lack advantages such as a well$-$known brand $($Ramamurti $2012).$

Summarize the above