Competitive strategy versus sector-specific determinants in success perception of Polish Born Globals

Abstract

e main objective of this paper is to describe and compare the impact of two factors: competitive strategy (analyzed mainly through marketing-mix tools) and sector-speci c determinants (i.e. industry type), on success perception of Polish born globals. e statistical analysis (SPSS) has been applied to the original data set obtained from 256 Polish SMEs through a questionnaire and CATI technique. e outcomes have been evaluated against three hypotheses. Our research revealed that unlike the born globals from highly developed countries, the success perception of decision makers from Polish early internationalized rms is only weakly a ected by the industry type. e decision makers strongly support the statement that the success of their rms depends on competitive strategy and marketing tools which they apply. e answer to the basic research problem is that competitive strategy plays more important role than sector-speci c determinants in success perception of Polish early internationalized rms.

Antecedents of Accelerated Internationalisation of Polish and Czech Small and Medium-Sized Enterprises

“…firms which from the beginning of existence seek to derive significant competitive advantage from the use of resources and the sale of outputs in multiple countries (Oviatt & McDougall, 1994, p. 49). So far Polish studies on accelerated internationalisation concerned specific traits | 33 of INVs (Duliniec, 2011;Jarosiński, 2013), their expansion motives (Kowalik & Baranowska-Prokop, 2013), their success factors (Danik & Kowalik, 2015), their performance determinants (Baranowska-Prokop & Sikora, 2015) and their entrepreneurial traits (Wach, 2015). The determinants of early internationalisation have been studied by Zbierowski (2015) who compared the international orientation of Polish SMEs to other SMEs covered by Global Entrepreneurship Monitor.…”

A literature review on CEE firms’ internationalization: success measurement, achievement and outcomes

“…For example, Miocevic and Morgan (2018) asked firms to assess their profitability, market share and sales growth regarding industry average, while Dikova and Veselova (2021) used average profit, average return on investment, sales growth and market share for the comparison with industry average. Moreover, Trąpczyński and Halaszovich (2021) asked about performance relative to the firm’s closest rival while Baranowska-Prokop and Sikora (2015), Ciszewska-Mlinarič (2016), Kowalik et al (2017), Musteen and Datta (2011) and Sikora and Baranowska-Prokop (2018) let respondents to evaluate if, considering their situation in international and local markets, they are successful compared to their competitors or not.…”

“…Formulating and implementing a successful business strategy can be vital for achieving internationalization success as according to several authors, having, and, of course, also implementing (Adámek et al , 2017) a detailed strategic plan helps firms to internationalize faster (Maciejewski and Wach, 2019) and reach higher export turnover (Putniņš, 2013) and/or export intensity (Tinits and Fey, 2022). Such a strategy could cover product strategy, distribution strategy (Baranowska-Prokop and Sikora, 2015) and exporting plans for three or more years (Putniņš, 2013). For developing and successfully implementing the latter, it might be useful to accumulate foreign market knowledge (Ciszewska-Mlinarič, 2016).…”

May the sharing economy create a new wave of globalization?

“…of certain common resources such as water, air, food and the need for their protection (Csigene Nagypal et al, 2015 [6]; Baranowska-Prokop & Sikora, 2015 [7]; Reisch & Thogersen, 2015 [8]). All of the things mentioned above, search for new, optimal solutions, lack of trust and overall disappointment became a foundation of the creation of a new culture of «anti-consumption» by promoting the sharing economy.…”