The internationalization of small and medium-sized firms: the role of organizational learning effort and entrepreneurial orientation

This paper contributes to the existing research by integrating the notions of organizational learning and entrepreneurial orientation into the body of international entrepreneurship. Our primary framework combines learning theory and the new venture theory of internationalization to study the extent to which small and medium-sized companies engage in international activities. In order to focus on firms likely to engage in significant cross-border activity, we used a survey instrument to collect data from small and medium-sized firms located in Belgium. We found that the firms' international learning effort and entrepreneurial orientation are positively associated with internationalization intent whereas domestic learning effort is negatively related with internationalization intent. Overall, our results suggest (1) that intensive knowledge renewal and exploitation regarding foreign markets and the internationalization process itself may increase internationalization by affecting the perceptions of opportunities offered by further international expansion, and (2) that firms with an entrepreneurial mindset may be more likely to develop a long-term, substantial presence in the international arena, compared to firms that are more reactive or conservative. However, our results also suggest that firms that invest in domestic learning activities, as opposed to international learning activities, may be less likely to internationalize further

Unsupervised Temporal Contiguity Experience Does Not Break the Invariance of Orientation Selectivity Across Spatial Frequency

The images projected onto the retina can vary widely for a single object. Despite these transformations primates can quickly and reliably recognize objects. At the neural level, transformation tolerance in monkey inferotemporal cortex is affected by the temporal contiguity statistics of the visual input. Here we investigated whether temporal contiguity learning also influences the basic feature detectors in lower levels of the visual hierarchy, in particular the independent coding of orientation and spatial frequency (SF) in primary visual cortex. Eight male Long Evans rats were repeatedly exposed to a temporal transition between two gratings that changed in SF and had either the same (control SF) or a different (swap SF) orientation. Electrophysiological evidence showed that the responses of single neurons during this exposure were sensitive to the change in orientation. Nevertheless, the tolerance of orientation selectivity for changes in SF was unaffected by the temporal contiguity manipulation, as observed in 239 single neurons isolated pre-exposure and 234 post-exposure. Temporal contiguity learning did not affect orientation selectivity in V1. The basic filter mechanisms that characterize V1 processing seem unaffected by temporal contiguity manipulations

Effecto: Op weg naar effectief ondernemerschapsonderwijs in Vlaanderen

Performance assessment of innovation projects is a central issue in innovation management research. Using existing literature, a model is developed to assess the performance of new product and new service development projects. In this model, project performance is defined as a combination of a formatively indicated operational performance construct and a reflectively indicated product performance construct. The validity of this model is tested based on a sample of 219 innovation projects assessed by innovation managers. Using only the innovation managers' responses, it is, however, not possible to distinguish between operational and product performance. The impact of common method bias and informant bias is subsequently assessed using a subsample of 128 of these 219 innovation projects that are assessed by the innovation manager and the project leader. These latter results show that operational and product performance are two distinct constructs. In addition, the multitrait–multimethod analyses show that especially the more abstract items of performance, such as the perceptions of quality, captured knowledge, competitive advantage, gained reputation, and customer satisfaction, suffer from random error and informant bias. Project leaders appear to be better informed to assess operational performance, while innovation managers are better in assessing product performance. The paper concludes with a qualitative comparison of several alternative performance models: the project performance model as derived from the literature, a similar (misspecified) reflective performance model, two stand-alone models in which operational and product performance are assessed separately, and a mixed model that uses a combination of innovation managers' and project managers' data. Based on this comparison, it is advised to use either the stand-alone models for operational performance and product performance or the mixed model whereby the project leader assesses operational performance and the innovation manager the product performance of an innovation project