10302nam 2200625I 450 991081027170332120180815123753.01-78754-279-31-78754-277-7(CKB)4100000005879004(MiAaPQ)EBC5491883(UtOrBLW)9781787542778(EXLCZ)99410000000587900420180815d2018 uy 0engurun|||||||||txtrdacontentcrdamediacrrdacarrierKey success factors of SME Internationalisation a cross-country perspective /edited by Noémie Dominguez, Ulrike MayrhoferFirst edition.Bingley, UK :Emerald Publishing Limited,[2018]©20181 online resource (287 pages)International Business and Management,1876-066X ;v. 34Includes index.1-78754-280-7 1-78754-278-5 Includes bibliographical references.Intro -- Key Success Factors of SME Internationalisation -- Contents -- About the Authors -- List of Contributors -- Introduction -- References -- Part I: Major Drivers of SME Internationalisation -- Chapter 1: A Global Mindset - Still a Prerequisite for Successful SME Internationalisation? -- Introduction -- Global Mindset and SME Internationalisation -- Effectual Logic and SME Internationalisation -- Synthesis and Propositions -- Research Design -- Finland as a Research Setting -- Data Collection -- Measures -- The Relationship Between Global Mindset, Effectuation and SME Performance -- Discussion -- Conclusion -- Acknowledgements -- References -- Chapter 2: Entrepreneurial Marketing as a Key Driver of Early and Sustained Internationalisation -- Introduction -- The New Venture in Conditions of Uncertainty -- The Role of Marketing in Core Business Processes -- Innovation and Business Development Processes through Experimentation -- Market Sensing -- Leveraging, Extending and Enriching Scarce Resources -- Customer Relationship and Value Chain Management -- Entrepreneurial Marketing and its Impact on Early and Sustained Internationalisation -- Conclusion -- References -- Sitography -- Chapter 3: The Impact of Inter-Firm Collaborations on SME Internationalisation -- Introduction -- Marketing Collaboration and International SMEs -- Collaborative Market Positioning -- Inter-Firm Market Orientation -- Inter-Firm Brand Orientation -- The Interaction Effect of IFMO and IFBO -- Collaborative Market Development -- Inter-Firm Entrepreneurial Orientation -- Inter-Firm Learning Orientation -- Transfer of Local Market Knowledge -- The Interaction Effect of IFLO and IFEO -- Conclusions -- References -- Chapter 4: Entry Mode Strategies: Are SMEs Any Different? -- Introduction -- Foreign Entry Strategies: An Overview -- Foreign Entry Strategies and SMEs.Data and Sample -- Descriptive Statistics -- Determinants of Ownership Mode Choices -- Conclusions -- Notes -- References -- Chapter 5: The High-Performing SMEs in Traditional Manufacturing Sectors: Innovation and Foreign Operation Modes -- Introduction -- Conceptual Background and Hypotheses Development -- A KBV of Foreign Operation Modes -- The RBV and the Classical Determinants of Competitiveness -- Organisational Innovation -- Marketing Capabilities -- Network Capabilities -- Size and Experience -- Methodology -- Measurement of Variables -- Results -- Discussion -- Conclusions -- Acknowledgements -- References -- Part II: Key Success Factors of SME Internationalisation in Mature Markets -- Chapter 6: The Role of Support Services During the Internationalisation of Finnish Software SMEs -- Introduction -- Literature Review -- Export Promotion Programmes and Internationalisation Support Services -- Use of the Programmes and Services in Internationalisation as well as their Potential Impact -- Finnish Software Industry: Vision and Internationalisation Challenges -- Empirical Survey -- Method -- Sample -- Instrument -- Overview of the Pre-selected Support Service Providers -- Results -- Awareness, Use and Quality of the Services -- Impact of the Services Used -- Phases of Internationalisation and the Use of Support Services -- Discussion and Conclusions -- References -- Chapter 7: How Can Promotion Agencies Impact SME Internationalisation? The Case of the French Company Slat -- Introduction -- Slat, an SME Expanding into International Markets -- Presentation of the SLAT Company -- The Internationalisation Process of SLAT -- The Role of Accompaniment for the International Development of Slat -- The Accompaniment by ERAI -- The Impact of the Accompaniment on the Internationalisation Process -- Conclusion -- Acknowledgements -- References.Chapter 8: Internationalisation Strategies and Processes of the German Mittelstand -- Introduction -- The German Mittelstand -- Operating in Niche Markets -- Choosing a Focus or Differentiation Strategy -- Expanding Beyond the Home Market -- Growing in an Incremental and Organic Way -- Relying on Internal Financing -- Putting the Emphasis on Production and Operational Effectiveness and Efficiency -- Having a Long-Term View -- Showing a Deliberate Stakeholder Orientation -- Establishing a Strong Corporate Culture -- Sticking to Traditional Employment Practices -- Balancing Conservatism with Flexibility and Innovation -- Internationalisation of the German Mittelstand -- Market Entry Strategies -- Target Market Strategies -- Timing Strategies -- Allocation Strategies -- Coordination Strategies -- Internationalisation Processes -- Conclusion -- Outlook -- References -- Chapter 9: Market Entry Strategies, Innovation and Performance of SMEs in the Service Sector -- Introduction -- Theoretical Foundations of Service Firm Internationalisation and Innovation -- Methodology -- Sample and Construct Measurement -- Research Setting -- Results and Discussion -- Theoretical and Managerial Implications -- Conclusion -- References -- Part III: Key Success Factors of SME Internationalisation in Emerging Markets -- Chapter 10: Québec SME Risk Management and Exports to Asian Countries -- Introduction -- Theoretical Framework -- Barriers, Uncertainty and Risk -- Export Barriers -- Uncertainty and Risk -- Risk Management -- Propensity to Take Risk and Export Activities -- Risk Management Mechanisms and Export Activity -- Methodology -- Sample -- Variables -- Dependent Variable -- Propensity to Take Risk -- Risk Management Measures -- Results -- Discussion -- Conclusion -- Acknowledgements -- Note -- References.Chapter 11: Succeeding in the Chinese Market: The Case of the French Company Mixel Agitators -- Introduction -- Mixel Agitators: An International SME -- The Arrival of a New CEO, Starting Point of a New Expansion Strategy -- 1991: First Steps in the Chinese Market -- 2005: Creation of the First Foreign Subsidiary, Mixel Beijing -- Results and Discussion -- Conclusion -- Acknowledgements -- Note -- References -- Chapter 12: Strategies for Internationalisation: How Chinese SMEs Deal with Distance and Market Entry Speed -- Introduction -- SMEs in China -- Theoretical Background -- The Uppsala Theory of Internationalisation -- The INV Theory -- International Ambidexterity and Catching up -- Case Studies -- Case 1: SW - Internationalisation with Reverse Order -- Case 2: QZ - High and Low Distance Market Entry -- Case 3: EB - Both Accelerated and Low Speed, High and Low Distance -- Discussion -- Conclusion and Implications -- Note -- References -- Chapter 13: Motivations to Internationalise: Evidence from Brazilian Shoe Firms -- Introduction -- Literature Review -- Motivations to Internationalise -- Government Incentives/Tax Reductions -- Opportunities to Export a Product or Service -- Follow Customers Abroad -- Defensive Reasons: The Competition, Domestic Market Saturation and the Need of Survival -- Geographic Diversification and Exploiting Different Economic Conditions -- Exploiting Product Life Cycle -- Achieve Economies of Scale and Improve Productivity -- Opportunity Seeking, Networks, Growth, Increase Sales and Profit and Brand Awareness -- Search for Specialised Knowledge and Technology -- Search for Resources/Inputs -- Evidence and Discussion -- General Description of Firms and a Brief History of Each Firm and How It Is Operating in the International Market -- Firm A -- Firm B -- Firm C -- Firm D -- Firm E -- Firm F -- Modes of Entry.Motivations Over Time -- Early Influences -- Recent Motivations -- Conclusion -- References -- Conclusion -- Index.This collectivebook offers a cross-country perspective on the internationalisation of smalland medium-sized enterprises (SMEs). Scholars from prestigious institutions in Europe,North America, Australia and China provide new insights on how SMEs develop andperform their international activities. Their innovative approach isparticularly useful to understand the major role played by SMEs in todaysglobal economy. The authorsidentify key factors that facilitate the international expansion of SMEs. Theyexplain how SMEs can succeed in their development in both mature and emergingeconomies. Their findings are based on quantitative surveys and in-depthcase studies, and the resulting recommendations are provided to help SME managers increase theperformance of their international activities. International business and management series ;v. 34.1876-066XSmall businessManagementInternational business enterprisesGlobalizationBusiness & EconomicsInternationalGeneralbisacshInternational businessbicsscSmall businessManagement.International business enterprises.Globalization.Business & EconomicsInternationalGeneral.International business.658.022Dominguez NoémieMayrhofer UlrikeUtOrBLWUtOrBLWBOOK9910810271703321Key success factors of SME Internationalisation3965477UNINA