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T his article deals with internationalization processes from the standpoint of interorganizational relationships that are established, developed and broken off at the national and international levels between a firm and its clients. Specifically, the aim is to examine whether and how the dynamics of these relationships influence the selection and subsequent change of the entry mode in a particular foreign market. To do so, we have conducted a qualitative case study in a North American advertising agency that entered the Brazilian market in 1984. The results show that the internationalization of this agency is better explained by its interorganizational relationships with its clients. As the development of these relationships is embedded in multiple interdependent spatial contexts, the relationships with Brazilian clients affect and are affected by the relationships with international clients, which, in turn, promote international account alignment. [ABSTRACT FROM AUTHOR]