Knowledge, Location, and Internationalization: Empirical Evidence for Manufacturing SMEs

Lejpras, Anna

doi:10.2139/ssrn.2121212

Cited by 4 publications

(6 citation statements)

References 97 publications

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“…Each of these strategies may be supported by regulation of the localization or correction of spatial relationships of the enterprises with its business network (Lejpras, 2012).…”

Section: Localization and Competitive Strategiesmentioning

confidence: 99%

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

Godlewska-Majkowska

Komór

2017

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An increase in complication of decision making process regarding the enterprises localization implies the necessity to search for new tools facilitating monitoring of changes in an enterprise environment and a reduction of potential location pool. This especially concerns large-scale enterprises with diversified spatial structure. Currently, an enterprise localization analysis constitutes not only an element of strategic management of enterprises, but it should also be a subject of activity of regions willing to look for investors in an active manner. On the one side, business entities search for locations that meet their needs. On the other side, regions offer investment areas to accelerate regional development. Local authorities do not decide on an enterprise localizations, but they can create operating conditions to a certain extent (e.g. equipment with technical infrastructure or labor force for entrepreneur and investor's needs). Therefore, there is a need for application of new solutions or at least modification of localization management methods. Here, we present the study on an application of modified McKinsey matrix for spatial analysis using an original concept of regional strategic groups. The regional strategic groups constitute the cluster of regions with similar sector attractiveness, as well as competitive position or potential. The objective of the study was to create a new methodological model in an enterprise localization analysis, based on regional strategic groups. Also, we demonstrated application options of the proposed tool in management of enterprise strategic options for automotive sector in NUTS 2 level regions in the EU.

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“…Each of these strategies may be supported by regulation of the localization or correction of spatial relationships of the enterprises with its business network (Lejpras, 2012).…”

Section: Localization and Competitive Strategiesmentioning

confidence: 99%

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

Godlewska-Majkowska

Komór

2017

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“…İnovasyonun doğrudan ihracat eğilimi üzerindeki olumlu etkisini gösteren bu sonuçlar Caldera (2010), Lejpras (2015), Ganatokis ve Love (2011), Becker ve Egger (2013) gibi literatür taraması kısmında bahsedilen çalışmalar ile de uyumludur.…”

Section: Tablo-1 Doğrudan İhracat Eğiliminin Belirleyicilerinde üRün Ve Süreç Yeniliğinin Rolüunclassified

“…, Merkez ve Doğu Avrupa ülkeleri ile Ortadoğu ve Kuzey Afrika ülkeleri için dolaylı ve doğrudan ihracat belirleyicilerini çalışmış ancak inovasyonun içselliğine değinmemiştir. ihracat yoğunluğu üzerindeki etkisine bakmış ve ürün ve süreç inovasyonlarının olumlu etkisini göstermiştir Lejpras (2015). de küçük ve orta ölçekli firmalar ile yaptığı çalışmasında inovasyonu temsil etmek üzere ürün inovasyonu ve patent başvurularını almış, inovasyonun firmaların ihracatçı olma eğilimini arttırdığını saptamıştır.…”

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“…ise ar-ge yatırımı yapmanın ihracatçı olma eğilimi üzerinde pozitif etkisi olduğunu fakat ihracat yoğunluğu üzerinde etkisiz olduğu sonucuna ulaşmıştır.Damijan vd. (2010), Cassiman ve Ros (2007,Lejpras(2015) ve Van Beveren ve Vandenbussce (2010) de ar-ge harcamalarının ihracat yoğunluğu üzerinde etkili olmadığı sonucuna ulaşan diğer çalışmalardır. Van Beveren ve Vandenbussce (2010) bu sonucun sebebini ar-ge harcamalarının inovasyon faaliyetleri için bir girdi olması ancak inovasyon çıktısı olmaması, dolayısyla ar-ge'ye yatırım yapmanın inovasyon yapmayı garantilemediği ve inovasyon üzerinden ihracatı da etkilemeyeceği şekilinde açıklamıştır.İnovasyon yaparak ihracat yapma hipotezini test eden çalışmalardan bir kısmı ise ar-ge harcamaları yerine ürün ve süreç inovasyonuna odaklanmıştır.…”

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İnovasyonun Doğrudan ve Dolaylı İhracat Eğilimi Üzerindeki Etkisi

Özçelik

2021

Fiscaoeconomia

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This article analyzes the determinants of the direct and indirect export propensity of firms operating in countries from different income groups, focusing on the role of innovation. For this purpose, firm-level data from the World Bank Enterprise Survey are utilized. In the literature, there are several papers examining the link between innovation activities and export performance of the firms. Some of them also consider endogeneity of innovation in this link. The findings of the study indicate the endogeneity of innovation in the relationship between export propensity and innovation activities. When this endogeneity is controlled, product and process innovation activities of the firms increase their probability of exporting directly and indirectly. This impact is higher on direct exports. In addition, product innovation increases the export propensity more compared to process innovation. These results call for firms that decide to export to focus on their innovation activities. On the other hand, the results of the study show that larger and foreignowned firms are more likely to export, R&D expenditures increase the probability of innovation rather than export propensity. Moreover, firm age does not affect the export propensity but has a positive effect on product innovation and a negative effect on process innovation. Finally, the experience of top manager increases the probability of the firm to export directly, but does not affect the indirect export propensity.

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“…To avoid the shortcoming of over-closeness, scholars suggested that cluster firms should reorganize their present knowledge networks via introducing nonlocal knowledge ties [6]. Most of the work in this area view relocation as a solution for firms facing cost pressure and innovative dilemma [13] or as a natural evolution process for clusters [14,15], especially for Chinese cluster firms, which have long been labeled as a proficient imitator. This is exemplified by the cross-border mobilization of Taiwan IT firms to mainland China since the 1990s [16] and the recent movement of manufacturing firms from Pearl River Delta to inland provinces in China [17].…”

Section: Introductionmentioning

confidence: 99%

Does Distance Affect the Role of Nonlocal Subsidiaries on Cluster Firms’ Innovation? An Empirical Investigation on Chinese Biotechnology Cluster Firms

Xi-yao

Huang

2019

Sustainability

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As translocation strategy has been pursued by cluster firms, two types of nonlocal subsidiaries, nonlocal manufacturing subsidiaries (NMS) and nonlocal R&D subsidiaries (NRS) contribute to their holding firms’ innovation in different ways. Prior studies have not paid much attention to the role of NMS and NRS, and how their effects are contingent on distance. To address this gap, this paper assesses the contribution of NMS and NRS on cluster firms’ innovation performance respectively and ascertains the moderating effect of geographical distance and social distance. The empirical investigation is conducted using a sample of 79 Chinese cluster firms. Our results indicate that both NMS and NRS have positively influenced cluster firms’ innovative performance. Moreover, geographical distance negatively moderates both the role of NMS and NRS. On the other hand, social distance only increases the influence of NRS on their holding firms’ innovation. Thus, spatial distance may hamper knowledge acquisition through NMS and NRS while loosely connected NRS would contribute more to their parent companies in local clusters. Our research contributes to the literature on cluster firms’ relocation strategy by clarifying the distinct role of NMS and NRS and recognizing the contingent effect caused by geographical and social distance.

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Knowledge, Location, and Internationalization: Empirical Evidence for Manufacturing SMEs

Cited by 4 publications

References 97 publications

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

İnovasyonun Doğrudan ve Dolaylı İhracat Eğilimi Üzerindeki Etkisi

Does Distance Affect the Role of Nonlocal Subsidiaries on Cluster Firms’ Innovation? An Empirical Investigation on Chinese Biotechnology Cluster Firms

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