Index
Key Success Factors of SME Internationalisation: A Cross-Country Perspective
ISBN: 978-1-78754-278-5, eISBN: 978-1-78754-277-8
ISSN: 1876-066X
Publication date: 10 September 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Dominguez, N. and Mayrhofer, U. (Ed.) Key Success Factors of SME Internationalisation: A Cross-Country Perspective (International Business and Management, Vol. 34), Emerald Publishing Limited, Leeds, pp. 251-253. https://doi.org/10.1108/S1876-066X20180000034015
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Ambidexterity
international
, 211–212
organisational
, 207
sequential
, 219
Barriers
export
, 178–180
trade
, 155
traditional
, 196
Benefit-to-cost ratio
, 159
Born-global
firms
, 100, 101
phenomenon
, 157, 161
Brand name recognition
, 243
Business model
, 2, 82
Business-to-Business
, 42
Capabilities
managerial
, 10
marketing
, 85–86
networking
, 86, 88
Capital intensity
, 66
Collaboration
, 44–45
Core business process
, 27
Corporate governance
, 67
Cost-control
, 159
Culture
awareness
, 10
business
, 228
corporate
, 142
differences
, 176
realities
, 9
uncertainty
, 159
Customer
relationship management
, 33–35
values
, 50
Data collection process
, 13–14
Decision-making
, 11, 17, 196
Diversification
geographic
, 231
risks
, 92
E-commerce
, 32, 33, 160–161
Economies of scale
, 232
Effectuation theory
, 11
Emerging economies
, 196
Entrepreneurial
accompaniment
, 130, 132
internationalisation
, 9
marketing
, 27
Entry modes
acquisition
, 69
equity
, 64, 161
export
, 129, 160, 229
greenfield investment
, 65
indirect
, 160
joint-venture
, 64, 69
non-equity
, 64, 161
wholly-owned subsidiary
, 64–65, 69, 71
Environment
business
, 10
conditions
, 12
political and institutional
, 156
turbulence
, 28, 181
Export
barriers
, 178–180
programmes
, 102, 104
Foreign direct investment
, 82
efficiency-seeking
, 64
strategic-asset-seeking
, 64
Free trade agreements
, 132
GAINS approach
, 147
German Mittelstand
, 137–148
Global
economy
, 156, 206
local dilemma
, 148
market
, 1, 226
mindset
, 11
value chain
, 82
Government incentives
, 228–229, 243, 244
Gross domestic product
, 1, 64
Guanxi
, 201, 206
Information and communication technology
, 8, 91
Innovation
, 9, 184
non-technological
, 83, 88
organisational
, 84–85
parallel
, 35
Institutions
, 196
Inter-firm
brand orientation
, 44, 47–48
collaborations
, 42–43
entrepreneurial orientation
, 50–51
learning orientation
, 51–52
market orientation
, 44, 45–46
International
entrepreneurial orientation
, 26
new-venture theory
, 210–211
Knowledge
-based view
, 83
culture-specific
, 10
-intensive firms
, 100
market-specific
, 52, 201, 233–234
scarcity
, 122
Leveraged Buy Out
, 124
Market
development
, 43
entry
, 143–144
information research
, 104
investments
, 64
knowledge
, 52
niche
, 139
positioning
, 43
target
, 156
Medium-sized enterprises
, 1
Micro-enterprises
, 1
Micro-multinationals
, 82, 93
Motivations
, 226
Network
business
, 31
capability
, 86, 88
social
, 31
Organisation
innovation
, 84–85
structure
, 125
Original equipment manufacturers
, 212
Performance,
financial
, 165
international
, 17, 35, 36
short-term
, 82
Policy
, 104, 227
Product
application
, 42
life cycle
, 231
-related services
, 159
Productivity
, 232
Promotion agencies
, 129, 130, 176
Relationships
B2B
, 42
formal
, 158
informal
, 158
interpersonal
, 201, 206
Research and development
, 123
Resource
allocation
, 36
-based view
, 83
financial
, 26, 67
human
, 26, 67
mobilisation
, 33
scarcity
, 32–33
-seeking investments
, 64
Risk
management
, 3, 184
taking
, 184
Small enterprises
, 1
Stakeholders
, 28,
orientation
, 141–142
Strategies
allocation
, 146
competitive
, 139
coordination
, 146–147
entry
, 159, 218
location
, 131
Support services
domestic
, 104
export
, 102, 104
informational
, 103
motivational
, 103
operational
, 103
start phase
, 103, 112, 113
Tax reductions
, 228–229, 243, 244
Technology
, 102
Timing strategies
, 145–146
Training
, 115
Uncertainty
cultural
, 159
environment
, 27–28, 180
legal
, 228
political
, 228
Uppsala model
, 52, 147, 148, 157, 178, 209–210
Value chain management
, 33
Wholly owned subsidiary
, 84, 161, 168
- Prelims
- Introduction
- Part I: Major Drivers of SME Internationalisation
- Chapter 1: A Global Mindset – Still a Prerequisite for Successful SME Internationalisation?
- Chapter 2: Entrepreneurial Marketing as a Key Driver of Early and Sustained Internationalisation
- Chapter 3: The Impact of Inter-Firm Collaborations on SME Internationalisation
- Chapter 4: Entry Mode Strategies: Are SMEs any Different?
- Chapter 5: The High-Performing SMEs in Traditional Manufacturing Sectors: Innovation and Foreign Operation Modes
- Part II: Key Success Factors of SME Internationalisation in Mature Markets
- Chapter 6: The Role of Support Services during the Internationalisation of Finnish Software SMEs
- Chapter 7: How can Promotion Agencies Impact SME Internationalisation? The Case of the French Company SLAT
- Chapter 8: Internationalisation Strategies and Processes of the German Mittelstand
- Chapter 9: Market Entry Strategies, Innovation and Performance of SMEs in the Service Sector
- Part III: Key Success Factors of SME Internationalisation in Emerging Markets
- Chapter 10: Québec SME Risk Management and Exports to Asian Countries
- Chapter 11: Succeeding in the Chinese Market: The Case of the French Company Mixel Agitators
- Chapter 12: Strategies for Internationalisation: How Chinese SMEs Deal with Distance and Market Entry Speed
- Chapter 13: Motivations to Internationalise: Evidence from Brazilian Shoe Firms
- Conclusion
- Index