Methodology to Identify SMEs Needs of Internationalised and Collaborative Networks

This paper provides a methodology to support researchers in the identification of SMEs needs encountered when establishing collaborative processes within non-hierarchical manufacturing networks. Furthermore, the methodology also determines the needs when non-hierarchical networks internationalise their processes and operations to overcome globalisation and competitive environments. The major goal of this study is to provide a methodology to enable researchers to underline factors of SMEs integration with particular emphasis on the internationalisation of operations and the establishment of collaborative processes with networked partners. The provided methodology is the first step to develop a future empirical study to explore the findings of the literature review applied to SMEs and to identify the enterprises needs appeared when internationalised and collaborative processes are established in nonhierarchical networks.Andrés, B.; Poler, R. (2013). Methodology to Identify SMEs Needs of Internationalised and Collaborative Networks. IFIP Advances in information and communication technology. 398:463-470. doi:10.1007/978-3-642-40361-3_59S463470398Camarinha-Matos, L., Afsarmanesh, H., Galeano, N., Molina, A.: Collaborative networked organisations – Concepts and practice in manufacturing enterprises. Computers & Industrial Engineering 57(1), 46–60 (2008)Corti, D., Egaña, M.M., Errasti, A.: Challenges for off-shored operations: findings from a comparative multi-case study analysis of Italian and Spanish companies. In: Proceedings 16th Annual EurOMA Conference (2009)Mediavilla, M., Errasti, A., Domingo, R.: Framework for assessing the current strategic factory role and deploying an upgrading roadmap. An empirical study within a global operations network. Dirección y Organización 46, 5–15 (2012)Martínez, S., Errasti, A., Santos, J., Mediavilla, M.: Framework for improving the design and configuration process of a global production and logistic network. In: Emmanouilidis, C., Taishch, M., Kiritsis, D. (eds.) APMS 2012, Part II. IFIP AICT, vol. 398, pp. 471–478. Springer, Heidelberg (2013)Andrés, B., Poler, R.: Análisis de los Procesos Colaborativos en Redes de Empresas No-Jerárquicas. In: Ros, L., Fuente, V., Hontoria, E., Soler, D., Morales, C., Bogataj, M. (eds.) Ingeniería Industrial: Redes Innovadoras. XV Congreso de Ingeniería de Organización, CIO 2011 Libro de Actas, Cartagena, Spain, September 7-9, pp. 369–373 (2011)Andrés, B., Poler, R.: Relevant Problems in Collaborative Processes of Non-Hierarchical Manufacturing Networks. In: Prado, J.C., García, J., Comesaña, J.A., Fernández, A.J. (eds.) 6th International Conference on Industrial Engineering and Industrial Management, Vigo, Spain, July 18-20, pp. 90–97 (2012)Alfaro, J.J., Rodríguez, R., Ortiz, A., Verdecho, M.J.: An information architecture for a performance management framework by collaborating SMEs. Computers in Industry 61(7), 676–685 (2010)Ferdows, K.: Making the most of foreign factories. Harvard Business Review, 73–88 (March-April 1997)Flaherty, T.: Coordinating International Manufacturing and Technology. In: Porter, M. (ed.). Harvard Business School Press (1986)McGee, J., Thomas, H., Wilson, D.: Strategy: Analysis and Practice. McGraw-Hill, New York (2005

The entrepreneurial marketing management and commercialization arrangements of born-global bio-enterprises: the case of UK companies

Born global bio-enterprises are a unique “breed” of relatively small biotechnology enterprises operating in multiple countries. The companies are nimble and seemingly well-prepared for challenges that ephemeral markets such as the internationalised biotechnology sector brings. The international marketing management challenges they encounter appear to stimulate their entrepreneurial marketing and commercialisation instincts. Surprisingly, there is a dearth of studies that examine their entrepreneurial predispositions. As such, this study is an attempt to explain their entrepreneurial tendencies by investigating the marketing and commercialisation strategies adopted by born global bio-enterprises in the UK’s biotechnology industry. The study assumes a multi-case approach examining five archetypical born global bio-enterprises currently active in the UK. It contributes to the international entrepreneurship and marketing management literature. Specifically, it provides international business managers with new knowledge about various marketing manoeuvres they can apply in international networks for their marketing mileage. In doing so, the study proposes a theoretical framework mapping out entrepreneurial marketing and commercialisation arrangements in internationalised biotechnology markets. Its findings are useful to various stakeholders including: policy makers, managers of technology-based companies and business management researchers

Collaborative networks and export intensity in family firms: a quantile regression approach

This paper examines if collaborative networks affect the export status in family firms (FFs) and if the effect of networks is different regarding the degree of internationalisation of the firm. The results show that the network effect is more relevant when the firm has low export intensity. However, this role becomes less relevant when firms show a higher degree of internationalisation. Our results can be useful, on the one hand, for regulators who need to develop programs for supporting sales internationalisation in FFs, and on the other hand, for managers of FFs since the results provide evidence on the importance of networks in the internationalisation of FFs. This paper contributes to the literature and practice by noting that the process of internationalisation is slower in FFs than in other companies since FFs tend to be more reluctant to participate in networks that require greater commitment

Factors Affecting the Internationalization of Manufacturing SMEs in Zimbabwe

The study investigated the factors affecting the internationalization of manufacturing SMEs in Zimbabwe. A triangulated research approach involving explanatory and descriptive designs was used to collect and analyze data from  302 manufacturing SMEs in Zimbabwe. The findings are that SME internationalization is positively influenced by availability of funds, management attitudes, and knowledge of the market, risk perception, international networks and  intensity of competition. We also observed that contrary to contemporary literature, age and size of the SME as well as technical ability of managers do not influence internationalization. We therefore argue that unless the  government and trade associations devise means to cushion the SMEs financially and expose them to the internationalization process, the number of SMEs that do business internationally will continue to dwindle

Globalisation of Innovation The Role of Multinational Enterprises

This paper undertakes a brief evaluation of the trends in the internationalization of innovative activities. We provide a taxonomy of R&D internationalization strategies, and discuss the main relevant theoretical and empirical issues, before discussing the centripetal and centrifugal forces underlying the nature and evolution of cross border innovation. We address the issue of international technology partnering as a key strategy that is complementary to the internationalisation of innovative activities through internal means, before raising important policy dimensions and directions for future research that derive from these debates.R&D internationalization, globalisation, multinationals, alliances, technology policy

How do business-level strategies affect multiple market servicing modes in the foreign country?

Purpose-There is considerable literature on the firm’s market servicing mode (MSM) when it enters the foreign country. However, scant research has been conducted to examine how business-level strategies (BLSs) affect internationalised firms to choose a multiple rather than single post-entry MSM. The purpose of this paper is to test the effect of three BLSs on firms’ selection of multiple MSMs. Design/methodology/approach-Survey responses of 165 internationalised Greek small-and medium-sized enterprises (SMEs) were collected capturing the types of BLSs they used during 2008-2010 and their number of MSMs in a particular foreign country in 2011. The data were analysed using logistic regression. Findings-The findings suggest that firms that implement collaborative and differentiation strategies are more likely to use multiple rather than single MSMs. Firms that implement penetration pricing strategies are more likely to use single MSMs, although this effect is marginally significant. Overall, the validity of the strategic choice model regarding the choice of multiple MSMs is confirmed. Originality/value-Despite its importance, the effect of BLSs influencing MSMs has not seemingly been investigated, especially in the context of internationalised SMEs as opposed to large multinational enterprises; and, for post-entry as opposed to initial modes. The findings underline the BLS significance on internationalised SME adoption of multiple vs single MSMs in the host country

Strategic alliances in the internationalisation of portuguese SMEs: Jerónimo Martins case study

Projeto / JEL classification: D74, F23Given the reduction in domestic consumption in recent years, Portuguese enterprises have been forced to find new solutions to diversify their business. One of alternatives lies on marketing their goods and/ or services in external markets. Nevertheless, the internationalisation process depends on several factors. Most strategies imply a high investment or commitment and not all companies are able to assign resources to international expansion, whose business dimension is small and medium (SMEs). In order to become more accessible this approach, these firms can take advantage from successful business partnerships previously set out with other national companies, in Portugal, aiming to grow in markets where they have already operated. The large enterprises (LEs) can provide this opportunity, being highly present in different countries. With the goal of understanding the reasons of domestic companies’ choice for other companies to the supply of a product overseas, a case study was carried out. In this context, managers of SMEs, suppliers of Jerónimo Martins in Portugal and Poland, were interviewed. The outcomes obtained suggest that Jerónimo Martins prefers a SME from home country, since it took place previous trades in country of origin and SME offers a competitive product, in terms of price and quality, and tailored to host market. Generally, these partnerships evolve to highly successful strategic alliances, when they affect the competitiveness of the firms involved and require a long-term commitment of resources, i.e., when companies collaborate actively in several destinies.Face à redução do consumo interno nos últimos anos, as empresas portuguesas veem-se obrigadas a encontrar novas soluções para diversificar o seu negócio. Uma das alternativas passa por comercializar os seus produtos em mercados externos. No entanto, o processo de internacionalização depende de diversos fatores. Muitas estratégias exigem um elevado investimento ou compromisso e nem todas as empresas têm a capacidade de aplicar recursos na expansão internacional, cuja a dimensão de negócio é pequena e média (PMEs). Para tornar esta abordagem mais acessível, estas empresas podem aproveitar as parcerias de negócio de sucesso anteriormente estabelecidas com outras empresas nacionais, em Portugal, com o objetivo de crescer em mercados onde estes já operem. As empresas de grande dimensão (GEs) podem proporcionar esta oportunidade, estando fortemente presentes em diversos países. A fim de se perceber as razões da escolha de empresas nacionais por outras empresas para o fornecimento de um produto no exterior, realizou-se um caso de estudo. Neste âmbito, entrevistaram-se gestores de PMEs fornecedoras da Jerónimo Martins em Portugal e na Polónia. Os resultados obtidos sugerem que a Jerónimo Martins prefere uma PME do seu país, desde que já tenham ocorrido trocas comerciais anteriores no país de origem e a PME ofereça um produto competitivo, em termos de preço e qualidade, e adaptado ao mercado de chegada. Normalmente, estas parcerias tornam-se alianças estratégicas de grande sucesso, quando afeta a competitividade das empresas envolvidas e existe uma afetação de recursos a longo prazo, ou seja, quando colaborarem ativamente em vários mercados

Opportunity recognition by international high technology start-up and growth photonics firms

For high technology firms that depend on foreign markets from the outset, identifying opportunities is a matter not only of business development but of survival. This study contributes to the opportunity recognition literature by exploring the paths taken by these international entrepreneurs to find opportunities in foreign markets. Moreover, it examines the paths of firms at different lifecycle stages. Based on in-depth interviews with 5 start-ups and 5 growth firms in Canada specialized in photonics, this research delves into both the personal characteristics of the entrepreneurial teams and the methods they use to find international opportunities. The sources they use as well as the actions undertaken are examined and compared. The practical goal is to identify path components which may be adjusted in start-up firms to improve the probability of finding and developing fruitful opportunities

New horizons shaping science, technology and innovation diplomacy: the case of Latin America and the Caribbean and the European Union. EL-CSID Working Paper Issue 2018/20 • August 2018

Europe and the world face a moment of transformation. The global financial crisis wiped out years of economic and social progress, exposed structural weaknesses in world economies and emphasised the importance of the real economies and strong industries. Modernisation and digitalisation of the industrial base together with the promotion of a competitive framework for industry through research, technology and innovation are drivers for recovery. Innovation, and particularly open innovation, is a key factor of global competitiveness. The European Commission (EC) addresses international cooperation policy in a wider framework and adapts to the evolving needs of partner countries at different stages of development (EC, 2018a). Latin America and the Caribbean countries’ (LAC) and the European Union’s (EU) cooperation on science, technology and innovation has a long history based on cultural roots and common concerns. They share a strategic bi-regional partnership, which was launched in 1999 and stepped up significantly in recent years. The two regions co-operate closely at international level across a broad range of issues and maintain an intensive political dialogue at all levels. EU-LAC relationships are moving from a traditional cooperation model towards a learning model, where sharing experiences and learning from innovations appear to be decisive (OECD, 2014). This paper focuses on the challenges that innovation nowadays poses to international relations and diplomacy. It is based on the evidence gained by the research team from participation in several EULAC projects, especially the ELAN Network project coordinated by TECNALIA, the INNOVACT project as well as other projects and activities