Social Factors Influencing Export Initiation in Small and Medium-Sized Enterprises

Ellis, Paul D.; Pecotich, Anthony

doi:10.1509/jmkr.38.1.119.18825

Cited by 259 publications

(172 citation statements)

References 56 publications

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“…The different types of network relationships for entering foreign markets can be divided into formal, informal (Birley, 1985;Coviello & Munro, 1995, 1997Coviello & Martin, 1999;Dubini & Aldrich, 1991;Harris & Wheeler, 2005;Rialp et al, 2005;Westphal et al, 2006), and intermediary (Ellis & Pecotich, 2001;Chetty & Blankenburg Holm, 2000;Havila et al, 2004;Oviatt & McDougall, 2005). However, the literature related to types of network relationships is somewhat confusing.…”

Section: The Different Types Of Network Relationships Used For Enterimentioning

confidence: 99%

“…In addition to formal and informal relationships, several researchers (e.g., Ellis & Pecotich, 2001;Havila et al, 2004;Oviatt & McDougall, 2005) have indicated the importance of intermediary relationships. In intermediary relationships, there is no direct contact between the seller and the buyer.…”

Section: The Different Types Of Network Relationships Used For Enterimentioning

confidence: 99%

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Internationalization of knowledge-intensive SMEs: The role of network relationships in the entry to a psychically distant market

Ojala

2009

International Business Review

224

225

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Section: The Different Types Of Network Relationships Used For Enterimentioning

confidence: 99%

Section: The Different Types Of Network Relationships Used For Enterimentioning

confidence: 99%

Internationalization of knowledge-intensive SMEs: The role of network relationships in the entry to a psychically distant market

Ojala

2009

International Business Review

224

225

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“…Licences défensives et dynamique de l'innovation dans les PME Les alliances défensives nous invitent ensuite à reconsidérer les modèles de développement des PME à l'international (Pedersen et Petersen, 1998 ;Ellis et Pecotich, 2001 ;Rommer et Schmiele, 2009). Contrairement à la logique de l'internationalisation progressive, la licence défensive n'a pas pour objectif d'acquérir de l'expérience sur un marché étranger, mais vise plutôt à profiter des capacités du partenaire local pour protéger les brevets déposés dans le pays considéré.…”

Section: Licences Défensives Innovation Et Développement Des Pmeunclassified

La licence défensive

Sattin

2014

ipme

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Editions EMS -In Quarto SARL ISSN 0776-5436 (imprimé) 1918-9699 (numérique) Découvrir la revue Citer cet article Sattin, J. (2013). La licence défensive : Une option stratégique pour les PME innovantes ?. Revue internationale P. M.E., 26 (3-4), 41-61. doi:10.7202/1024518ar Résumé de l'article À partir de l'étude d'une base de 297 licences internationales collectées auprès des membres de la « Licensing Executive Society », nous montrons que les stratégies de licence défensive sont déployées principalement par de petites entreprises qui n'ont pas les ressources nécessaires pour exclure seules les contrefacteurs potentiels. Par ailleurs, nous mettons en évidence la nature paradoxale de ces stratégies pour le bien-être du breveté. Nous montrons notamment que l'implication du licencié dans la défense des brevets concédés va généralement de pair avec une augmentation des risques contractuels pour le concédant. PAlAbRAs clAveLicencias de tecnología, patente, pyme

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“…There is also a flurry of other studies which highlighted the importance of social and business ties in recognizing international opportunities (e.g. Ellis & Pecotich, 2001;Harris & Wheeler, 2005;Loane & Bell, 2006). Moreover, opportunities that are identified using social or business connections lead to a better and more fruitful exchange than the opportunities that are driven from geographical, psychic, or linguistic distance advantages.…”

Section: Structural Holes Theorymentioning

confidence: 99%

“…In reality, an entrepreneur who bridges more structural holes is more likely to identify a tie-based international opportunity, while others who do not enjoy a brokerage position rely on attending international exhibitions or advertising to discover international opportunities (Ellis, 2011). Altogether, companies that span more structural holes access non-redundant information from foreign markets (Ellis & Pecotich, 2001), identify more international opportunities in terms of both the number (Ozgen & Baron, 2007) and the quality, and display better improvement in their corporate performance (Zaheer & Bell, 2005).…”

Section: Structural Holes Theorymentioning

confidence: 99%

The Internationalization of SMEs: An Interactive Perspective of Firm-Level Entrepreneurship and Network Structure

Hosseini¹

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The positive relationship of firm-level entrepreneurship and performance has received much attention in recent years and has become an attractive title in the entrepreneurship literature. This popularity encourages researchers to study the role played by the phenomenon on other organizational outputs such as internationalization. Until now, the majority of international studies have put their attention on the conceptual explanation of the interaction, and the number of empirical studies on the subject is few. Furthermore, almost all the empirical studies have been performed in developed and emerging markets, and developing areas such as the Middle East are nearly ignored. In the real context of Iranian business, policymakers support entrepreneurship as a proven way to improve the internationalization of smaller companies. Following this assumption, several supportive plans have been designed and executed which aim to increase the entrepreneurial status of SMEs as a way to enhance their internationalization. A question worth answering here is: Does having a better entrepreneurial stature mean better internationalization for Iranian SMEs? To answer this question and to fill the gap in the literature on the subject, this research explains the relationship of firm-level entrepreneurship and the internationalization of Iranian SMEs. To resolve the current conceptualization problem of firm-level entrepreneurship and to respect a broad conceptualization of entrepreneurship, a profile measurement model was employed in which companies are classified into four different groups: non-entrepreneurial, forced entrepreneurial, latent entrepreneurial, and actual entrepreneurial. This profile model incorporates the two popular constructs of entrepreneurial orientation and corporate entrepreneurship to determine the entrepreneurial stature of a company. Surprisingly, while the literature predicted the highest level of internationalization for actual entrepreneurial companies, the forced entrepreneurial firms showed the best internationalization in reality. The only exception was when the environments became very hostile, in which the actual entrepreneurial SMEs suppressed the forced entrepreneurial, showing better internationalization. These unexpected conclusions led the researcher to consider the complementary role of business networks. A case study approach was applied. The results revealed the importance of actor type in the decision to enter a foreign market, structural holes in identifying international opportunities, and network closure in realizing the opportunities. In simpler words, the forced entrepreneurial company held a better position to receive the information about international markets because most actors who dealt with them where international companies. In addition, it enjoyed an external network rich of structural holes and a dense internal network, which respectively facilitated the exploration and exploitation of subsequent international opportunities. All in all, however, firm-level entrepreneurship seems a...

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Social Factors Influencing Export Initiation in Small and Medium-Sized Enterprises

Cited by 259 publications

References 56 publications

Internationalization of knowledge-intensive SMEs: The role of network relationships in the entry to a psychically distant market

Internationalization of knowledge-intensive SMEs: The role of network relationships in the entry to a psychically distant market

La licence défensive

The Internationalization of SMEs: An Interactive Perspective of Firm-Level Entrepreneurship and Network Structure

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