Dynamic capabilities of resource-poor exporters: A study of SMEs in New Zealand

Sternad, Dietmar; Jaeger, Sabina; Staubmann, Christina

doi:10.5172/ser.2013.20.1.2

Cited by 13 publications

(12 citation statements)

References 3 publications

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“…Yet these managers only trust on exploration by analysis (Sys-C). Our findings are consistent with Sternad et al (2013), who found that personal engagement of SME's key managers has a positive impact on export.…”

Section: Discussionsupporting

confidence: 92%

The Influence of Organizational Ambidexterity on SME Speed of Internationalization

Silva

González‐Loureiro

Braga

2021

Journal of Global Information Management

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Small and medium enterprises (SMEs) require a combination of organizational and individual skills to grow more rapidly in international markets. The question is whether there is an ideal combination to compete in the present (exploitation orientation) or to prepare to compete in the future (exploration orientation), and whether managerial cognition plays a role on determining international growth. The analysis of Portuguese manufacturing SMEs suggests that the manager's cognitive systems do not have an overall influence on the growth of foreign sales to total sales (FSTS), but the two cognitive systems (experiential and analytic) have a different influence on international exploitation and exploration. International exploration and exploitation mediate the relationship between the latter variables. This study contributes to a better understanding of the role that organizational ambidexterity plays on the SMEs' speed of internationalization and how the manager's cognitive systems influence this organizational orientation.

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Section: Discussionsupporting

confidence: 92%

The Influence of Organizational Ambidexterity on SME Speed of Internationalization

Silva

González‐Loureiro

Braga

2021

Journal of Global Information Management

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“…Cross-sectional Akoorie et al (1993); Gray (1994); Coviello and Munro (1995); Chadee and Mattsson (1998); Thirkell and Dau (1998); Chetty (1999); Chetty and Campbell-Hunt (2003a); Agndal and Chetty (2007); Chung (2009); Chetty and Stangl (2010); Chetty et al (2015); Chung and Kuo (2018) International Business Review 9 Akoorie (1993); Coviello and Munro (1997); Chetty and Holm (2000); Robertson and Chetty (2000); Chetty and Wilson (2003), Chung and Tung (2013), Gerschewski and Xiao (2015); Odlin and Benson-Rea ( 2017 qualitative research is the second largest cluster (see Caughey & Chetty, 1994;Measson & Campbell-Hunt, 2015;Morrish & Deacon, 2011;Vasilchenko & Morrish, 2011) and accounts for 28% of the research. The cluster includes both single (e.g., Chetty & Patterson, 2002;Gao et al, 2016) and multiple (e.g., Chetty & Hamilton, 1993;Odlin & Benson-Rea, 2017;Sternad, Jaeger, & Staubmann, 2013) case study approaches. Manual coding, pattern matching, and explanation building are the preferred analytical approaches (e.g., Chetty & Stangl, 2010;Coviello & Cox, 2006;Sedoglavich, 2012).…”

Section: Methodsmentioning

confidence: 99%

“…Prange and Verdier (2011) distinguish generic threshold and consolidation capabilities (i.e., required for survival) from value-adding and disruptive capabilities, which facilitate growth. Concerning INZFs, commonly researched capabilities encompass technology, information generation, export market knowledge/orientation, relationship management, product/service quality, competitor orientation, and decision-making (see Chadee & Zhang, 2000;Chetty & Hamilton, 1993;McGregor & Gomes, 1999;Morrish & Deacon, 2011;Souchon & Durden, 2003;Sternad et al, 2013). These capabilities reflect both a survivalist-and a growth-focus in the orchestration of international activities.…”

Section: Capabilitiesmentioning

confidence: 99%

Context in international business: Entrepreneurial internationalization from a distant small open economy

Kahiya

2020

International Business Review

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Context matters in International Business, but to what extent does it influence the content of knowledge? This study offers a systematic literature review on the internationalization of New Zealand firms. A geographically isolated small open economy (SMOPEC) with audacious trade aspirations, a strong domestic institutional environment, favorable attitude toward trade, and entrepreneurial small-to-medium size enterprises (SMEs), New Zealand provides an enlightening context to study internationalization. Using a sample of 95 studies, the review identifies antecedents, stimuli, capabilities, strategy, process and outcomes underpinning internationalizing New Zealand firms (INZFs). Context matters but not in the manner anticipated. On one hand research on the internationalization of New Zealand firms is largely congruent with extant knowledge, on the other the New Zealand context shapes uniquely, how and what scholars choose to research.

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“…The resource-based view (RBV) theory [12] and dynamic capabilities (DC) [13] perspective have also highlighted the vital role of capabilities development for sustainable competitive advantage. However, most of the literature on dynamic and organizational capabilities consists of descriptive studies rather than empirical findings [4,6,[14][15][16][17][18]. The majority of empirical studies are case studies [15,19,20].…”

Section: Introductionmentioning

confidence: 99%

“…However, most of the literature on dynamic and organizational capabilities consists of descriptive studies rather than empirical findings [4,6,[14][15][16][17][18]. The majority of empirical studies are case studies [15,19,20]. Empirical studies that feature more quantitative approaches are still needed to provide more academic rigor to this concept, especially in developing countries.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

2017

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Abstract:The aim of this study is to empirically explore and propose a rigorous model for the positive impact of managerial capability (in terms of decision-making, management style, people development, and succession planning) and adaptive capability (in terms of horizon scanning, change management, and resilience) on organizational innovation in the context of small and medium-sized enterprises (SMEs). The study uses partial least squares structural equation modeling (PLS-SEM) to test the model hypotheses, and importance-performance matrix analysis (IPMA) to provide information regarding the significance and relevance of the dimensions of managerial and adaptive capability in explaining organizational innovation in the proposed model. The empirical data is gathered through questionnaires from 210 SMEs. The results show a strong and significant relationship between managerial capability, adaptive capability, and organizational innovation. This study found that all of the dimensions of managerial capability and adaptive capability help to develop and improve the performance of organizational innovation in SMEs. The study concludes with a comprehensive discussion of the research limitations, and provides suggestions for future research.

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Dynamic capabilities of resource-poor exporters: A study of SMEs in New Zealand

Cited by 13 publications

References 3 publications

The Influence of Organizational Ambidexterity on SME Speed of Internationalization

The Influence of Organizational Ambidexterity on SME Speed of Internationalization

Context in international business: Entrepreneurial internationalization from a distant small open economy

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

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