Proactive international strategies of cluster SMEs

Gancarczyk, Marta; Gancarczyk, Jacek

doi:10.1016/j.emj.2017.03.002

Cited by 33 publications

(35 citation statements)

References 96 publications

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“…The following control variables are also included: the entrepreneur’s level of education, experience as an entrepreneur (number of years), sector of operation (dummy variables for manufacturing, services, trade, and construction), and firm size (measured as number of employees). Additionally, we control for participation in industrial clusters as a proxy for the firm’s connections/networks within its industry, since recent research suggests that relationships with other firms and institutions in the cluster are essential aspects in promoting access to international markets (e.g., Gancarczyk and Gancarczyk ; Islankina and Thurner ; Jankowska and Götz ; Tomás‐Miquel et al ). Descriptive statistics and correlations among variables are presented in Table .…”

Section: Methodsmentioning

confidence: 99%

Democratizing Entrepreneurship? Digital Technologies and the Internationalization of Female-Led SMEs

Pergelova¹,

Manolova²,

Simeonova‐Ganeva³

et al. 2018

Journal of Small Business Management

199

126

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This study examines how digital technologies affect the international expansion of female-led small and medium-sized enterprises (SMEs). Digital technologies have the potential to democratize entrepreneurship by providing access to international market knowledge and facilitating interactions with customers and partners. Building on the original Penrosean specification of the resource-based view and the notion of versatility of resources, we propose that digital technologies impact positively SME internationalization through the mediation of international market intelligence. Furthermore, we posit that female entrepreneurs will leverage the enabling effects of digital technologies more than their male counterparts. The hypotheses are tested on a representative sample of 300 Bulgarian SMEs. Implications for policy and research are advanced.

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Section: Methodsmentioning

confidence: 99%

Democratizing Entrepreneurship? Digital Technologies and the Internationalization of Female-Led SMEs

Pergelova¹,

Manolova²,

Simeonova‐Ganeva³

et al. 2018

Journal of Small Business Management

199

126

View full text Add to dashboard Cite

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“…As M. Götz notes, Industry 4.0 opens up further horizons for the spatial development of clusters, allowing them to integrate into larger network structures and develop their own value chains [13]. The same point of view is shared by Polish scientists M. Gancarczyk and J. Gancarczyk, who emphasize the trend emerging in recent years towards the internationalization of clusters, which also affects the mechanisms of strategic management of such structures [14]. the classification method, on the basis of which the author systematized the target indicators of the effectiveness of the implementation of the strategic development program for an innovative energy efficient cluster.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic management of the development of an innovative energy efficient cluster

Palamarchuk

2021

E3S Web Conf.

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One of the most important areas of innovative development of economic systems of Russian regions is the formation of clusters. The global changes occurring in the innovation economy within the framework of the Fourth Industrial Revolution predetermine the emergence of new requirements for the created clusters, including the systemic digitalization of enterprises and organizations that are part of them, as well as increasing their energy efficiency. Taking into account these requirements, the author proposes a new type of cluster structure - an innovative energy efficient cluster. The author develops the structure of the program for the strategic development of an innovative energy efficient cluster, in which seven strategies are identified, reflecting the key directions of its development. As part of the final section of the program, the author develops a classification of target indicators of the effectiveness of implementation of the strategic development program.

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“…Mishra and Deb (2018) noted that capital deployment efficiency, current asset management efficiency, firm size, long-term solvency, and asset management efficiency are positively affecting sales growth in decreasing order of importance while short-term solvency has an insignificant impact reflecting almost a negative impact of excess cash holding on sales prospects. M. Gancarczyk and Gancarczyk (2018) highlighted SMEs can benefit by considering the rationale and outcomes of the recognition of strategic options and choosing the options that match the firm's capability base and strategic objectives for international competitive strategies for firm growth. Entrepreneurs who perceive the venture to have not met or have exceeded growth expectations subsequently internationalize more than entrepreneurs who perceive growth expectations to have just been met and this is common among micro-sized ventures that are highly innovative with capability and urgency to respond through internationalization (McCormick & Fernhaber, 2018).…”

Section: Conceptual Framework: Theory Of Growth Of Firmsmentioning

confidence: 99%