Virtual Enterprises: Strengthening SMES Competitiveness via Flexible Businesses Alliances

Rabelo, Ricardo J.; Baldo, Fabiano; Alves-Junior, Omir C.; Dihlmann, Christian

doi:10.1007/978-3-319-27303-7_18

Cited by 4 publications

(7 citation statements)

References 14 publications

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“…Hoffmann and Schlosser, 2001;López-Duarte and Vidal-Suárez, 2010). Therefore, Italian SMEs opted for this choice as powerful partner firms can offer access to useful tangible and intangible resources leading to increased competitiveness (Perks and Moxey, 2011;Gomes et al, 2011;Rabelo et al, 2016). This choice further reduces the threat of potential of opportunism by powerful host country partners of Italian SMEs due to equity sharing (e.g., Noe et al, 2002).…”

Section: Discussionmentioning

confidence: 99%

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Influences of cognitive dimensions on the collaborative entry mode choice of small- and medium-sized enterprises

Giudice

Arslan

Scuotto

et al. 2017

IMR

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Purpose-Our paper addresses internationalisation of small and medium-sized enterprises (SMEs) by specifically focusing on collaborative entry modes. Despite significant research done on market entry strategies of firms, the use of collaborative entry modes by SMEs during internationalisation has not received a lot of attention. We contribute to foreign market entry literature by analysing the influences of cognitive dimensions on collaborative entry mode choice (equity vs. non-equity modes) of SMEs in their international markets. Design/methodology/approach-We analyse the influences of cognitive dimensions on the choice between equity-based vs. non-equity-based collaborative entry modes. Our empirical sample consists of 345 Italian SMEs, where we used a questionnaire to collect the data. We use structural equation modelling (SEM) to analyse influences of factors like asymmetric information, informal institutional distance, time trends of country, perception of size and resources of potential host country partners, and perception of host country partners' power on this important market entry mode. Findings-Our results show that high informal institutional distance leads to preference of non-equity-based collaborative entry mode by Italian SMEs. We also find that positive time trends of the host country, positive perception of size and resource of the local partner, as well as the local partners' power leads to preference of equity-based collaborative entry mode by Italian SMEs. Originality/value-This study focuses on an ignored aspect of market entry strategies, i.e., equity vs. non-equity collaborative entry mode choice of SMEs. We use insights from resource based view and cognitive dimensions literature, to address the influences of five cognitive dimensions on the collaborative entry mode choice of SMEs during their internationalisation.

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Section: Discussionmentioning

confidence: 99%

“…Muthusamy and White, 2006;Wooster et al, 2016). Therefore, we expect that SMEs to prefer equity-based collaborative entry mode, in order to improve their competitiveness by gaining access to both tangible and intangible resources (Cavusgil, 1998;Rabelo et al, 2016), in such cases. Therefore, we hypothesize that:…”

Section: Perception Of Partner's Powermentioning

confidence: 99%

Influences of cognitive dimensions on the collaborative entry mode choice of small- and medium-sized enterprises

Giudice

Arslan

Scuotto

et al. 2017

IMR

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“…Their work seems to bypass the theory of Ouzounis and Tshammer (1999), who categorized the actions taken by the partners into the basic three phases of establishment, provision, and termination, as the dynamic use of time seems not even implicitly considered. Both the three-stages and the four-stages model focuses attention around the first of two main features of VEs (Rabelo et al, 2016), the relevance of time for VEs: as this form of cooperation exists for a short-term life span, the dissolution phase is consciously listed. The second main feature is high reconfigurability, fitting into the global markets using optimal methods, and meeting high turbulence levels (dynamicity): but this only emerges through the four stages model.…”

Section: Methodsmentioning

confidence: 99%

Elaboration of a Model of Temporary Cooperation in Tourism’ Destination Promotion A Systematic Literature Review

Garbelli

2020

ESJ

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The literature considers cooperation as the best way for a region to achieve a competitive advantage in global, digital markets, and as taking a key role in achieving the promotion of a comprehensive, sustainable destination. In recent years, the body of research on cooperation in tourism has grown considerably, listing several opportunities for decreasing competitive pressure among local tourism actors, while gaining the superior advantages of collaboration. At the same time, the literature does not suggest particular models of cooperation for the tourism industry, as most are borrowed from the manufacturing industry, where cooperation seems widely used and further adapted for the tourism domain. Through an in-depth systematic literature review, this paper matches the theories on cooperation in tourism with the concept of temporary cooperation, in order to adapt a model widely considered in several domains, the virtual enterprise (VE), to the peculiarities of the tourism industry. The adaptation is considered according to the particularities of the tourism industry, and especially when cooperation involves local tourism authorities in global turbulent markets. A cycle model consisting of nine-stages life was built, highlighting the main features of a temporary alliance among authorities: the pivotal role of the destination management organization, the relevance of information and communication technologies for the VE’s operability, the short lifetime of the VE, and the destination’s overall promotion.

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“…Computing systems have become essential for the execution of companies' business processes. As such, keep them permanently operating is one of their major concerns [1]. SOA (Service Oriented Architecture) has been increasingly adopted by SMEs to foster newer business models, based on larger scale provision and offering of software services that are distributed over the Internet and that can be accessed on demand, from everywhere, anytime from pervasive providers from digital ecosystems [2].…”

Section: Introductionmentioning

confidence: 99%

“…However, it hasn't been tackled much in specific in the literature. Despite the complexity of the problem, most of the evaluated works on SOA resilience doesn´t consider much the intrinsic VE dynamics in terms of members composition, and they usually assume a too simplistic IT reality of SOA problems when applied in real business cases [1,6].…”

Section: Introductionmentioning

confidence: 99%

Supporting SOA Resilience in Virtual Enterprises

Bezerra

Rabelo

Cancian

2018

IFIP Advances in Information and Communication Technology

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Computing systems are essential nowadays for the execution of companies' business processes and should keep operating permanently. Modern approaches, as Service Oriented Architecture (SOA), have been gradually adopted by companies to implement their systems. This paper exploits a Virtual Enterprise (VE) scenario where its members' systems are available as services and are selected to support the VE operation itself. Regarding VE properties and inspired in the autonomic computing paradigm, a resilience architecture and system have been designed and implemented to help VE's supporting system to recover from services' faults, respecting the business processes' QoS in place. Results are presented and discussed in the end.

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Virtual Enterprises: Strengthening SMES Competitiveness via Flexible Businesses Alliances

Cited by 4 publications

References 14 publications

Influences of cognitive dimensions on the collaborative entry mode choice of small- and medium-sized enterprises

Influences of cognitive dimensions on the collaborative entry mode choice of small- and medium-sized enterprises

Elaboration of a Model of Temporary Cooperation in Tourism’ Destination Promotion A Systematic Literature Review

Supporting SOA Resilience in Virtual Enterprises

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