Network relationships and internationalization in Tunisian high‐tech SMEs

Abstract

How do the dynamics of social and business networks influence the internationalization of small to medium‐size high‐tech businesses? This question is particularly relevant for small and medium‐size enterprises (SMEs) in developing economies, which frequently do not have access to the resources required for successful international expansion. A qualitative study of three Tunisian firms explores the role played by networks in the internationalization of high‐tech SMEs. The results show that personal, local, and international networks have a significant impact on the SMEs’ access to the resources they need for their ongoing internationalization. The results of the study lead to three propositions concerning the internationalization of SMEs and highlight their implications for practitioners.

The Role of Social Networks in the Internationalisation of Startups: LinkedIn in Portuguese Context

“…Social networks contribute to the existence of business networks and, currently, an internationalisation strategy must include the use of social media (Paniagua et al, 2016). Through social media companies can accelerate internationalisation (Maltby, 2012) and reduce the costs inherent to a global presence (Maltby, 2012;Mejri & Ramadan, 2017). These two findings are relevant to the establishment of two propositions:…”

“…Social networks provide the establishment and development of international relationships, contributing to increasing initial credibility, access to additional relationships and established channels, help firms in lowering costs and minimizing the risk of internationalisation (Zain & Ng, 2006), locate foreign individuals and organizations, interact with foreign customers, partners, and other stakeholders, demonstrate evidence of the value provided by their solutions (Arnone & Deprince, 2016), discover business opportunities (Chandra et al, 2009), decrease in time, increase in geographical scope (Batas & Liu, 2013), ease in the internationalisation process (Batas & Liu, 2013;Zain & Ng, 2006), reduction in transaction costs (Mejria & Ramadan, 2017;Zain & Ng, 2006), decrease in risks and uncertainties (Mejri & Ramadan, 2017).…”

“…Social networks enable companies to reduce the costs of a presence in an increasingly global market (Maltby, 2012;Mejri & Ramadan, 2017).…”

Critical success factors for the internationalisation of small–medium enterprises in indonesia

“…In the international context, the findings of this study are consistent with those of similar studies previously conducted in Tunisia, Kazakhstan, Slovenia, Sweden, the US, Spain, India, Taiwan and Algeria. Mejri and Ramadan (2017) found that the ability to identify and exploit an international opportunity is a CSF for the internationalisation of Tunisian high-tech SMEs. In Slovenia, Ciszewska-Mlinaric and Mlinariè (2010) found that managerial attitudes towards internationalisation and internationalisation knowledge are significantly related to the level of SMEs' internationalisation.…”

International Trade in the High-Tech Sector—Support or Obstacle to Start-Up Processes at the Macro Level in European Union Countries?

“…Companies operating in high-tech industries face rapid changes in technology, along with a need for market and customer knowledge, as they operate in a proactive industry with innovative dynamism [5]. They are knowledge-and technology-intensive and highly competitive [6,7]. Technology-based companies are also considered high-risk and high-return [1].…”