Global Innovation: An Answer to Mitigate Barriers to Innovation in Small and Medium-Sized Enterprises?

Buse, Stephan; Tiwari, Rajnish; Herstatt, Cornelius

doi:10.1142/s0219877010001970

Cited by 33 publications

(8 citation statements)

References 2 publications

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“…Companies that went abroad explored resources by their rareness, value, and most of the time non-imitable characteristics (Barney, 1991). While updating and technologically improving production processes reduce the cost of operations, product and service innovations allow them to enter competitive environments in the international market (Buse, Tiwari, Herstatt, 2010;Cahen et al, 2016;Kamakura, Ramón-Jerónimo, & Gravel, 2012;Rahman, Uddin, & Lodorfos, 2017). However, studies regarding innovation and tech companies will not be focused on this paper.…”

Section: Literature Reviewmentioning

confidence: 99%

Export Barriers for SMEs from Emerging Market: A Model of Analysis for Non-Tech Companies

Morini

Pólis

Silva

et al. 2021

BAR, Braz. Adm. Rev.

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This research seeks to enrich the existing theories by analyzing what are the barriers affecting the export process of small and medium-sized non-tech companies in emerging markets, while simultaneously examining the relationship between internal and external barriers in this context. Non-tech companies are characterized by little knowledge and limited resources. How could this kind of company reach the global market? What barriers hinder the exporting process the most? A confirmatory factor analysis was carried out, and the validated model based on 71 responses obtained was adjusted in a selected sector. The results suggest that the governmental and sociocultural barriers are the most significant from the perspective of external barriers, while market barriers and the manager's personal dimensions have greater significance from the perspective of internal barriers. Our paper offers a theoretical contribution by developing a measurement model (a) testing the existing barriers simultaneously with the managerial/entrepreneurial barriers and with (b) the focus on non-tech firms. For practitioners, the identification of barriers can be useful to foster specific actions in terms of public policies, in addition to internal actions focused on the development of the managers' capacities.

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Section: Literature Reviewmentioning

confidence: 99%

Export Barriers for SMEs from Emerging Market: A Model of Analysis for Non-Tech Companies

Morini

Pólis

Silva

et al. 2021

BAR, Braz. Adm. Rev.

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“…Hence, knowledge sharing and Intellectual Property (IP) protection have an even higher importance, but also an even higher complexity, as they also happen on a global level. Buse et al (2010) already identified such barriers to innovation in their study on SMEs in Western countries.…”

Section: Lean and Global Innovationmentioning

confidence: 99%

Managing Innovation: Understanding International Innovation

Brem

Tidd

Daim

2019

Managing Innovation

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Globalization is the main economic phenomenon of the last centuries. Since the late 1980s, multinational companies (MNCs) from Europe and North America are shifting their production to Asian countries, especially to China and other Asian countries. Due to the growing markets in Asia, R&D was shifted there as well to appropriately adapt new products to local needs, but at a very low level (Edler et al., 2003). However, this is changing in recent years through frugal and reverse innovation (Agarwal et al., 2017). At the same time, these countries earned a huge amount of know-how, based on these technology transfers, and unbelievable amounts of foreign currency reserves (Klossek et al., 2012). In recent years, before the background of internationalization of these companies, the situation turned upside down (Schueler-Zhou and Schueller, 2009). Global companies invest in Asian R&D capabilities not only to adopt products on local needs but rather to use foreign knowledge sources and scientific capabilities (Veugelers, 2005; Brem and Freitag, 2015). Because on a macroeconomic level, from 2009 to 2010, Chinese expenses for R&D, which are already at a comparatively high level, increased by 38.5%. The average of this study was about 9.3% (Jaruzelski et al., 2011). Another study by the United Nations revealed that 62% of all interviewed persons named China as their favorite new R&D site; 41% stated the USA, 29% India (UNCTAD, 2005). On the microeconomic level, there is another trend of growing Research and Development (R&D) activities in Asian countries, to develop their own innovation capabilities, which are not dependent on foreign companies anymore (

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“…For example, Sheth (2011) noted that product life cycles tend to exceed ownership in emerging economies. Moreover, the traditional approach of marketing cheaper and more basic products in emerging economies is obsolete (Buse et al, 2010). Similarly, market uncertainties due to adulteration, duplication, and imitation are far more prevalent in emerging economies because of lack of regulation, standardisation, compliance, and enforcement.…”

Section: H2amentioning

confidence: 99%

The competitive uncertainty, marketing and non-market roots of capability deployment and organisational performance in Turkey

Parnell

Açikdilli

Doyle

2019

IJBEM

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This paper assesses how competitive uncertainty shapes strategic emphasis, capability development, and organisational performance in an emerging economy. Non-market strategy (NMS) is introduced as a strategic orientation focused on strategic liaison, corporate political activity (CPA), and environmental management. Data collection occurred in Turkey, an emerging economy known historically as a regional centre of commerce, but increasingly defined by political and economic uncertainty. Analyses demonstrated that competitive uncertainty impacts emphasis on NMS, marketing strategy, and marketing capabilities, but an unexpected, positive link between NMS and marketing capabilities was also observed. Although no direct NMS-performance link was found, evidence points to NMS as a necessary, but insufficient ingredient for success in an emerging economy environment.

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Global Innovation: An Answer to Mitigate Barriers to Innovation in Small and Medium-Sized Enterprises?

Cited by 33 publications

References 2 publications

Export Barriers for SMEs from Emerging Market: A Model of Analysis for Non-Tech Companies

Export Barriers for SMEs from Emerging Market: A Model of Analysis for Non-Tech Companies

Managing Innovation: Understanding International Innovation

The competitive uncertainty, marketing and non-market roots of capability deployment and organisational performance in Turkey

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