Domestic firms competing with multinational enterprises: The relevance of resource-accessing alliance formations

Poulis, Konstantinos; Yamin, Mo; Poulis, Efthimios

doi:10.1016/j.ibusrev.2011.07.003

Cited by 20 publications

(15 citation statements)

References 109 publications

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“…the Africa-related enterprises should take this risk earlywarning system as the reference to carry out various forms of transitional operation in Africa, such as international strategic alliances. The enterprises should not only reinforce the exchange and interaction with African partners in order to overcome the entry barriers to African markets (Poulis et al, 2012), but also effectively manage the existing and potential transitional operation risks, so as to reduce the losses caused by the risks to an acceptable range and ensure the transitional operation in Africa normally.…”

Section: Suggestionsmentioning

confidence: 99%

“…However, due to different economic development status in different parts of the world, the research abroad cannot entirely satisfy the urgent need of transnational operation risk management practice of domestic enterprises (Wu et al, 2015). Besides, most of the existing research focuses on technological innovation, localization operation, industrial clusters effect and macro-countermeasures to further transnational operation with little focus on specific regions (Buckley et al, 2007;Poulis et al, 2012). As a result, there is a large deviation between the existing risk early-warning system and the need of these enterprises for risks management practice.…”

Section: Introductionmentioning

confidence: 99%

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Research on risk early-warning system of transitional operation of Africa-related enterprises

Li¹,

Wan²,

Lai³

2020

Afr. J. Bus. Manage.

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The growing business prosperity in African countries has brought new opportunities for enterprises to carry out transnational operation in Africa; however, it may also be accompanied by some transnational operation risks. Enterprises incorrectly identify and analyze these risks, which brings enterprises great uncertainty and huge losses. So enterprises should establish a transnational operation risk management system as soon as possible to ensure the healthy transnational operation in Africa. Based on the survey of 83 experts at African research and the relevant literatures, this paper puts forward a transitional risk early-warning evaluation index system composed of 8 primary indexes including strategic management risk, operation management risk, human resource risk, marketing risk, supply chain management risk, financial management risk, national political risk and macro environmental risk. This paper also determines the weights of the indexes by AHP method and sets the transitional operation risk early-warning evaluation standards based on advice from experts. Furthermore, this paper takes 259 Zhejiang Africa-related enterprises as samples and assesses the transitional operation risk of them by the system established, finds that human resource risks, financial management risks, national political risks and national macro environmental risks are relatively large. Finally, some suggestions are given.

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Section: Suggestionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Research on risk early-warning system of transitional operation of Africa-related enterprises

Li¹,

Wan²,

Lai³

2020

Afr. J. Bus. Manage.

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“…As depicted in Figure 1, we now discuss the proposed theoretical link between 'levels of proactiveness and innovativeness' and 'levels of attractiveness of the SME as a partner apropos alliance formation'. According to international entrepreneurship theory, proactive behaviour is deemed vital for a company to form alliances overseas (e.g., Stuart, 2000, Lavie, 2006, Poulis, Mo and Poulis, 2012. For instance, a proactive approach can be expected to support the identification of suitable partners; similarly, a proactive approach to identifying market needs may circumvent limitations in developing innovative products or services hindered by SME resource constraints.…”

Section: Linking Proactiveness Innovativeness and Attractiveness Formentioning

confidence: 99%

The negative influence of the entrepreneur’s level of higher education on the attractiveness of European SMEs as alliance partners in Brazil: the role of practical experience and international entrepreneurial orientation

Mattos

Salciuviene

2017

The International Journal of Human Resource Management

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Notwithstanding the contemporary relevance of alliance strategies for SME internationalization, especially in the case of uncertain business environments, few studies have investigated human resource issues in the context of SMEs prior to alliance formation. Even more scarce are studies looking at the impact of a manager/entrepreneur's characteristics on pre-alliance formation, despite recognition of the expected crucial role of the entrepreneur in this context and of the strong connection between an entrepreneur and their SME. Drawing on international entrepreneurship theory and empirical observations from an exploratory study, we propose a post-hoc conceptual model. The exploratory empirical part of our study employs a sample of entrepreneurs from biotechnology SMEs in the United Kingdom and Germany intending to ally in a large emerging market (i.e., Brazil). Our empirical observations suggest an anomalous (at first glance) negative association between the entrepreneur's level of higher education (a construct at individual level) and the attractiveness of the SME as a partner-firm vis-à-vis alliance formation (a construct at firm level). Our post-hoc model emphasises the role of practical experience and the corresponding levels of international entrepreneurial orientation as theorised variables mediating the observed empirical relationship. We develop theoretical propositions, and suggest practical implications and future research directions.

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“…This means that more heterogeneous companies can compete better in the market and have more resources and capabilities to gain sustainable advantages and higher performance (Morgan et al, ). By incorporating and adopting economic networks, companies established in free zones can share their heterogeneous resources and develop their competitive advantage over other companies (Gulati, ; Hite and Hesterly, ; Hadley and Wilson, ; Poulis et al, ). The empirical and practical cases for this issue are Indian and Chinese companies and the way they compete (Mathews, ; Elango and Pattnaick, ; Luo and Tung, ; Chittoor et al, ).…”

Section: Introductionmentioning

confidence: 99%

Performance of the Firms in a Free‐Trade Zone: The Role of Institutional Factors and Resources

Akbari

Chaijani

2018

European Management Review

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Many countries have tried to establish free zones in order to strengthen the competitive advantage of their local companies in global competition. Judging the role of free zones in the performance of companies without analyzing the relevant institutional factors can be confusing, especially in countries like Iran where the government extensively intervenes in the economy. In such economies, institutional factors (institutional support, political relationship, and legitimacy) coupled with resources (financial, human and physical resources) can be more effective at addressing companies' performance. Using the resource-based view (RBV) and institutional theory, this paper surveyed 151 companies located in the Anzali Free Trade and Industrial Zone (AFTIZ). The results show that the resources have a positive impact on the firms' competitive advantage and performance. While institutional factors strengthen the resources, they do not moderate the relationship among resources, competitive advantage, and performance.

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Domestic firms competing with multinational enterprises: The relevance of resource-accessing alliance formations

Cited by 20 publications

References 109 publications

Research on risk early-warning system of transitional operation of Africa-related enterprises

Research on risk early-warning system of transitional operation of Africa-related enterprises

The negative influence of the entrepreneur’s level of higher education on the attractiveness of European SMEs as alliance partners in Brazil: the role of practical experience and international entrepreneurial orientation

Performance of the Firms in a Free‐Trade Zone: The Role of Institutional Factors and Resources

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