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Going international early is increasingly the choice of new ventures in manufacturing industries. However, does earliness provide a positive outcome for internationalisation? To answer this, we have longitudinally analysed 3181 manufacturing new ventures established between 2002 and 2012. Using Cox regressions, we found that the 124 late internationals had the lowest risk of failure, while the 229 early internationals could not compensate for their mortality risk with significantly higher levels of growth in the post-internationalisation period. We discuss why an early internationalisation is more perilous than beneficial and provide some suggestions for the internationalisation of new ventures in these industries.

Purpose:The aim is to try to build a model for measuring and assessing the simultaneous effect of the three components of the intellectual capital (IC) management on the growth of innovative SMEs. In this first stage of research, the model was tested in a representative sample of innovative SMEs from Galicia, where the performance construct was the cumulative growth measured in a three years period. Design/methodology/approach: This empirical work has been designedwith the aim of (1) selecting the best variables from each IC component (human capital-HC, structural capital-SC, and relational capital-RC) at innovative SMEs for explaining cumulative growth; and (2) assessing how much the IC management at innovative SMEs could contribute to their growth. A structural equation model is developed and tested. It allows the identification of the key variables that innovative SMEs are encouraged to manage (17 variables in the current stage) for boosting their growth.Findings: In the Galician case, HC is the basic, starting point for the SMEs' growth. HC seems not to be able to directly influence on growth if not through SC and, in a very low degree, through RC. Thus, the key seems to be the SMEs' capability for transforming valuable knowledge from the HC into organisational value (i.e., SC).

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The aim is to deepen our understanding about the internationalisationsurvival relationship in the case of new ventures in traditional manufacturing sectors. Hypotheses were tested through Cox's proportional hazard regressions on a sample of 3,350 firms aged 10 years or less, from the textile-clothing and footwear industry in Spain. A vast majority of new ventures that were both established and closed down over that time are purely domestic firms. That means, a firm increases its likelihood of survival when it becomes international. The highest failure risk relates to those new ventures which are territorially agglomerated and are domestically oriented. Internationalisation is an unconditional strategy for surviving in the case of new manufacturing ventures. In addition, location and efficiency in the activity both matter when operating in international markets. Statistical tests show that an interactive effect of agglomeration and internationalisation exists, while no support for the interaction between age and internationalisation is found. Future research should investigate the trade-off between growth and survival forces to determine the optimum moment to go international and to characterise the strategic choices followed by those new ventures that survive longest.

Purpose – The purpose of this paper is to analyze the intersection of two literature streams: that of strategy and supply chain management (SCM). This review should create a better understanding of “strategic SCM” by focussing on relevant theories in the strategic management field and their intersection with SCM to develop a joint research agenda. Design/methodology/approach – The authors conducted a correspondence analysis on the content of 3,402 articles from the top SCM journals. This analysis provides a map of the intellectual structure of content in this field to date. The key trends and changes were identified in strategic SCM research from 1990-2014 as well as the intersection with the key schools of strategic management. Findings – The results suggest that SCM is key to a successful deployment of strategy for competing in the global marketplace. The main theoretical foundations for research in this field were identified and discussed. Gaps were detected and combinations of theoretical foundations of strategic management and SCM suggest four poles for future research: agents and focal firm; distributions and logistics strategic models; SCM competitive requirements; SCM relational governance. Research limitations/implications – Scholars in both the strategy and the SCM fields continue to search for competitive advantages. Much recent research indicates that strategic SCM can be a critical source for that advantage. One of the limitations of the research is that the analysis does not include every journal that published an article mentioning SCM. However, the 34 journals selected are reputed to be the most influential on SCM and focussed primarily on SCM. Practical implications – The map of the intellectual structure of research to strategic SCM highlights the need to combine different theoretical approaches to the complex phenomenon of SCM. Practitioners should consider the supply chain as an informal organization and should devote time and resources to build a shared advantage across the supply chain. They should also consider the inherent benefits and risks that sharing. Originality/value – The paper demonstrates that strategic SCM needs a balanced and rigorous combination of theoretical approaches to deliver more theory-driven evidences. The research combines both a qualitative analysis and a quantitative methodology that summarizes gaps and then outlines future research from a large sample of articles. This methodology is an original contribution to this field and offers some assistance for enlarging the sample of future literature reviews.

Abstract:This review analyzes two streams of literature that are exploring a similar phenomenon from separate perspectives and only recently have they began to overlap; that of migrant acculturation (from the psychology, sociology and anthropology research) and international assignee adjustment (from the international business research stream). We conducted a multiple correspondence analysis on a sample of 389 articles to provide the intellectual structure of the research in these fields.Our research indicates that: 1) the standard 2x2 matrix of acculturation is insufficient;2) most past research focuses on USA to other countries and vice versa, suggesting there is much work left to explore other pairs of cultures ("there and back again" is not the same globally); 3) as global organizations are dominating the marketplace with many various staffing forms, variables such as corporate culture and management interaction will need to be incorporated; 4) research needs to include dynamics over time as many individuals who have worked outside of their home country often become multi-cultural with a global mindset and the typical acculturation framework is insufficient; 5) past acculturation research focuses on the work or the sociocultural context separately, while both need to be included; 6) and the extended family (parents, relatives, close friends, etc.) need to be considered.2

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