Success Factors in SMEs' Internationalization Processes: An Italian Investigation

Chiara, Alessandra De; Minguzzi, Antonio

doi:10.1111/1540-627x.00046

Cited by 64 publications

(39 citation statements)

References 5 publications

(7 reference statements)

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“…In summary, internationalization and leadership are seen as the key components resulting in increased or positive firm performance. A multi-stage and scurve hypothesis is advanced here as the model for a multinational firm degree of expansion (DOI) and performance (P) relationship [12]- [14]. There are three distinct stages of internationalization in the life of a firm, best exemplified by the General Sigmoid [14]- [16] model set out in Fig.…”

Section: Internationalizationmentioning

confidence: 99%

“…It takes leadership to guide a business endeavor under these circumstances. "Leadership is coping with change, whereas management is coping with complexity [22].‖ The capable leader is -one who can lead others through difficult situations where significant changes are taking place‖ [12], [22], [23]. Summarizing, while a manager may be successful at operating a global enterprise, the strategic choice related to entering a foreign market or doing business internationally is set by the leadership of an organization; leadership that is expected to have a global mindset with regards to operations [17].…”

Section: Leadershipmentioning

confidence: 99%

“…Therefore, all signs seem to point to leadership as the active ingredient capable of preventing the diminishing results expected to occur during the third stage represented in the sigmoid, due to its access to privilege with regards to decision making. Closing the loop, we assert that leadership's derived decisions and global mindset influence the degree and stage of internationalization [12], [29]. The questions that need asking are: which leadership style and how leadership prevents the firm from reaching a growth stage where growth ceases to produce value for the organization.…”

Section: Leadership and The Sigmoidmentioning

confidence: 99%

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Internationalization and Leadership

Cotae¹

2013

IJIET

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Abstract-The continuous pursuit of growth and diversification has pressured companies to pursue internationalization for their operations. Understanding the rationales and limitations of such efforts has been the subject of much research for several decades. While researchers have yet to arrive at conclusive directives, many regard internationalization efforts as taking the form of a 3-stage sigmoid. Leadership is seen as the primary factor capable of modifying the 3-stage internationalization sigmoid, since it is responsible for allocating further resources or postponing further expansion. Extant research provides that there is a clear differentiation between management and leadership. This paper presents internationalization and leadership as related concepts that intersect so as to provide a framework for solutions with regards to leadership styles seen to best address organizational decisions with regards to internationalization efforts needed for the third stage of the sigmoid. Conclusions and further research direction are also included as the framework is not seen as exhaustive.

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Section: Internationalizationmentioning

confidence: 99%

Section: Leadershipmentioning

confidence: 99%

Section: Leadership and The Sigmoidmentioning

confidence: 99%

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Internationalization and Leadership

Cotae¹

2013

IJIET

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“…Contemporary theorists have noted that -organization learning means the process of improving actions through better knowledge and understanding [25].‖ Therefore is seems that an agreement had been reached with regards to including both cognitive and behavioral elements into the definition of organizational learning [26] Considering the existing research a definition of organizational learning, through the prism of an MNE's business purpose can be advance as being the action of -acquiring knowledge necessary for improving the strategic decision making process needed for successfully dealing with change stimuli [27]‖. Several researchers [28] have pointed out that MNE success relies upon the firm's ability to create a -knowledge warehouse‖ where information would be collected from a diverse array of sources-i.e. best competitor practices, country particular norms/values/legal environment, industry particular risk factor, geo-political facts -and accessed as foundation for any changes in strategic direction and/or goals formulation.…”

Section: Organizational Learningmentioning

confidence: 99%

“…There is no debate that the two terms share a strategic intent and purpose, yet the two concepts are not congruent [28]. Organizational learning point to a particular action on the part of a corporations, while a learning organization can be best portrayed best as a -mind set‖, a commitment to a certain environment [18].…”

Section: Organizational Learningmentioning

confidence: 99%

Organizational Learning and the Internationalization Sigmoid

Cotae¹

2013

JOEBM

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Abstract-The article aims at pointing out the complex relationship between a MNE's leadership, focus and importance of organizational learning in the context of a successful internationalization process. Leadership's direction and vision from a learning organization perspective is looked as methodical and synthetic theoretical modes are intersected. The results of such junction bring to the forefront the relationship between the degrees of voluntarism's subscribed to by a firm in the context of organizational learning and the latter's impact upon a firm's internationalization related processes. In graphic form it is advanced that a firm needs to progress from organizational learning to a learning organization and based on this transition should follow with internationalization decisions. Just as the title suggests the paper also presents the theoretical scaffold for internationalization and organizational learning.

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The performance of international small and medium‐sized enterprises: Overview and future research directions

2022

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Our study aims to assess the state of knowledge on the performance of international small and medium‐sized (SME) firms, and formulate a relevant research agenda. We review 231 contributions published between 1993 and 2019, and identify the main theoretical debates, key success factors and measures of international SME performance, and the theoretical and methodological approaches used in this literature. Based on our analysis, we propose a definition of performance factors according to the theoretical frameworks identified, and the overall determinants and performance measures identified. For future research, we suggest a more holistic theoretical and empirical perspective, a qualitative and longitudinal approach, and a greater focus on developing country SMEs.

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Success Factors in SMEs' Internationalization Processes: An Italian Investigation

Cited by 64 publications

References 5 publications

Internationalization and Leadership

Internationalization and Leadership

Organizational Learning and the Internationalization Sigmoid

The performance of international small and medium‐sized enterprises: Overview and future research directions

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