The Role of Systematic International Market Selection on Small Firms' Export Performance

Nakos, George; Brouthers, Lance Eliot

doi:10.1111/j.1540-627x.2005.00142.x

Cited by 203 publications

(179 citation statements)

References 45 publications

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“…These indicators have been also used in similar studies (Cavusgil & Zou, 1993, Katsikeas et al, 1996Zou et al, 1998, Zahra & Garvis, 2000, Leonidou et al, 2002, Knight & Cavusgil, 2004, Brouthers & Nakos, 2005, Jantunen et al, 2008Nakos & Brouthers, 2008).…”

Section: International Performancementioning

confidence: 99%

International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

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This paper aims to explore how marketing capabilities contribute to the international expansion of international new ventures, and the influence of these capabilities on the entry mode these firms choose. Specifically, the study examines how marketing This study extends previous international entrepreneurship research, including insights on antecedents of international new ventures' choice of higher commitment entry modes in foreign markets. Additionally, the results of this work encourage international entrepreneurs to look beyond the explicit value of experiential market knowledge to realize the potential value of marketing capabilities as an antecedent to higher commitment entry modes.

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Section: International Performancementioning

confidence: 99%

International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

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“…In fact, when this firm started their internationalization to the Japanese market, they had only 205 employees. Defining SMEs by the number of their employees is rational as SMEs do not usually want to reveal their sales data, as noted also in the studies of Julian (2003) and Brouthers and Nakos (2005).…”

Section: Methodsmentioning

confidence: 99%

Entry barriers of small and medium‐sized software firms in the Japanese market

Ojala

Tyrväinen

2007

Thunderbird Intl Bus Rev

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The Japanese software market size was U.S. $131,773 million in 2004. Due to limited domestic software production, Japan is highly dependent on imported software products. Despite the market potential for foreign software firms in Japan, almost no research exists on what kind of challenges foreign software firms encounter when they are entering the market. To fill this gap, this article investigates the entry barriers of small and medium‐sized software firms in the Japanese market by using a multicase study. The findings suggest that most of the barriers are firm‐specific and mainly related to firms' resources and capabilities to operate in the market. The entry barriers encountered also seem to differ somewhat from earlier investigations, which have mainly targeted large manufacturing firms. The new observations included common barriers related to the intensive information flow of customization and localization needs and market requirements of software products. The findings are useful for both practice and further research. © 2007 Wiley Periodicals, Inc.

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“…This method has been previously used in other studies related to the systematic international market selection of SMEs (Brouthers & Nakos, 2005). Logistic regressions are recommended when 1) the dependent variable is dichotomous and 2) there is a combination of continuous or categorically independent variables (Pallant, 2007).…”

Section: Methodsmentioning

confidence: 99%

“…Brouthers & Nakos, 2005)focusing on the reason why an SME may not be so systematic in its strategic decision making process, there is a lack of evidence that attempts to illustrate whether a relationship exists between the systematic IMS and characteristics of SMEs.…”

Section: International Market Selectionmentioning

confidence: 99%

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How Do Smaller Firms Select Foreign Markets?

Musso¹,

Francioni²

2012

IJMS

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The purpose of this paper was to analyze the internationalization of small and medium-sized enterprises (SMEs) in relation to the international market selection (IMS). To accomplish this, an investigation of the primary factors influencing SMEs' choice when selecting international marketswith a systematic approach way was conducted. In addition we sought to understand whether there was a relationship between the systematic approach in IMS and the characteristics of SMEs. Results revealed that the majority of SMEs adopt a non-systematic IMS. However, in the case of SMEs following a systematic approach to IMS, the study pointed out that SMEs are influenced by firm-specific and host country factors, but not by entry barriers like geographic and cultural distance. In addition, results illustrated the existence of a relationship between systematic IMS and firm size.

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The Role of Systematic International Market Selection on Small Firms' Export Performance

Cited by 203 publications

References 45 publications

International new ventures as “small multinationals”: The importance of marketing capabilities

International new ventures as “small multinationals”: The importance of marketing capabilities

Entry barriers of small and medium‐sized software firms in the Japanese market

How Do Smaller Firms Select Foreign Markets?

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