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1 – 10 of over 195000Shingairai Grace Masango and Paul Lassalle
There is a growing interest in exploring the interface between international marketing and entrepreneurial opportunities. This paper contributes by defining and elucidating…
Abstract
Purpose
There is a growing interest in exploring the interface between international marketing and entrepreneurial opportunities. This paper contributes by defining and elucidating entrepreneurial action in early internationalising software firms and the corresponding emergent international marketing activities. Entrepreneurial action in early internationalising software firms is explored through the operationalisation of a reconceptualised entrepreneurial opportunity construct and the associated entrepreneurial learning processes.
Design/methodology/approach
The paper adopts an inductive approach, which traces the evolution of five early internationalising propriety software South African firms; from the new venture idea to the establishment of the international entrepreneurial opportunity.
Findings
The findings provide support for entrepreneurial action guided by: prior industry experience, entrepreneurial alertness, opportunity confidence and two levels of entrepreneurial learning; experiential and double-loop learning. Learning by doing allows for the continuous evaluation of the new venture idea leading to the international entrepreneurial opportunity. Market responsiveness and continuous product development resulting in the emergence of the firm's inward international marketing activities constitute the key outcomes of entrepreneurial action.
Research limitations/implications
The study is limited to a specific technology context, which is young software firms whose inward directed internationalisation activities coalesce around the development of their proprietary software technology.
Originality/value
Based on an original dataset of early internationalising software firms from South Africa, this paper inductively operationalises and conceptualises entrepreneurial action as the combined interaction of four key constructs: contingent effects, attitudes to opportunities, learning by doing and entrepreneurial activities leading to the firm's inward international marketing activities and a diversified international client and end-user base.
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Nuno Arroteia and Khalid Hafeez
This chapter explores how the recognition of opportunities regarding developing technology and entering a new market is influenced by the systemic effect of social forces. These…
Abstract
This chapter explores how the recognition of opportunities regarding developing technology and entering a new market is influenced by the systemic effect of social forces. These include institutions, social networks and the entrepreneur’s cognitive frames. This study adopts a longitudinal perspective by capturing and analysing the phenomenon in two moments: first, when the businesses started to operate domestically and second, when they began to internationalise. The cases of five Brazilian technology firms are analysed. The findings reveal the systemic and mutually reinforcing effect of these social forces on the recognition of opportunities. The entrepreneurs’ cognitive frames were particularly vital in recognising opportunities to enter the Brazilian market. The institutional support provided by universities along with government mechanisms and entrepreneurs’ social networks were essential to accrue experiential and non-experiential knowledge of international markets, therefore contributing to the recognition of international opportunities. The temporal perspective employed in this research assists the understanding of how historical events shape entrepreneurs’ capabilities to recognise and change company discourse to pursue the recognition of international opportunities. The results provide guidelines for researchers, practitioners and policy-makers, particularly in the emerging economies in Latin America, to support the growth and flourishing of entrepreneurial ventures through pursuing international opportunities.
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Xinmin Peng, Lumin He, Shuai Ma and Martin Lockett
An alliance portfolio can help latecomer firms to acquire the necessary knowledge and resources to catch up with market leaders. However, how latecomer firms construct an alliance…
Abstract
Purpose
An alliance portfolio can help latecomer firms to acquire the necessary knowledge and resources to catch up with market leaders. However, how latecomer firms construct an alliance portfolio in terms of the nature of windows of opportunity has not been fully analyzed. This paper aims to explore how latecomer firms can build appropriate coalitions according to the nature of the window of opportunity to achieve technological catch-up in different catch-up phases.
Design/methodology/approach
Based on a longitudinal case study from 1984 to 2018 of Sunny Group, now a leading manufacturer of integrated optical components and products, this paper explores the process of technological catch-up of latecomer firms building different types of alliance portfolio in different windows of opportunity.
Findings
This paper finds that there is a sequence when latecomers build an alliance portfolio in the process of catch-up. When the uncertainty of opportunity increases, the governance mechanism of the alliance portfolio will change from contractual to equity-based. Also, latecomer firms build market-dominated and technology-dominated alliance portfolios to overcome their market and technology disadvantages, respectively.
Originality/value
These conclusions not only enrich the theory of latecomer catch-up from the perspective of windows of opportunity but also expand research on alliance portfolio processes from a temporal perspective.
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Md Imtiaz Mostafiz, Murali Sambasivan and See Kwong Goh
The international entrepreneurial capability has achieved its legitimacy in international business literature. Leveraging capabilities to recognise opportunities is considered a…
Abstract
Purpose
The international entrepreneurial capability has achieved its legitimacy in international business literature. Leveraging capabilities to recognise opportunities is considered a pivotal strategy to achieve success. Drawing on the entrepreneurship literature and opportunity perspective, this study aims to investigate the role of international entrepreneurial capability in enhancing the international opportunity recognition (IOR) process and the performance of export manufacturing firms.
Design/methodology/approach
Structural equation modelling has been used to test the hypothesised relationship on 388 export manufacturing entrepreneurial firms operating in the apparel industry of Bangladesh.
Findings
The results signify that three international entrepreneurial capabilities, namely, international networking, learning and marketing capability, positively enhance the IOR process of export manufacturing firms. The IOR process positively mediates the relationships between these international entrepreneurial capabilities and firm performance.
Originality/value
Merely having the international entrepreneurial capability is not sufficient to escalate the firm performance. It must be amplified by various strategic actions such as the IOR process. Entrepreneurs need to capitalise on the international entrepreneurial capability to leverage the IOR process and generate non-financial performance success. Entrepreneurial firms that focus more on stimulating non-financial performance can secure better financial performance.
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This paper aims to take a disaggregated approach to investigate the relationships between single entrepreneurial orientation (EO) dimensions and firm performance in the wine…
Abstract
Purpose
This paper aims to take a disaggregated approach to investigate the relationships between single entrepreneurial orientation (EO) dimensions and firm performance in the wine industry, with the generally established positive relationship between aggregated EO dimensions and firm performance.
Design/methodology/approach
Literature review, field studies, pilot tests, survey and structural equation modelling were used to build hypotheses and to test these hypotheses.
Findings
Proactiveness was identified to be the predominant EO dimension that contributed most to winery market performance. Entrepreneurial opportunity perception, however, was found to positively mediate the risk taking–winery market performance relationship, while negatively mediating the competitive aggressiveness–winery market performance relationship. The authors found no innovativeness and autonomy winery market performance relationships.
Research limitations/implications
First, as with much survey-based research, the study relied upon self-report measures and there was only a 12.4 per cent response rate. Second, we used Australian wine industry cross-sectional data in the research. Third, this research used conceptual measures of market performance including sales growth, market share growth, profitability and customer retention. Fourth, while the present research investigated the mediating effects of entrepreneurial opportunity perception to introduce new wine styles/services into national and/or international markets, additional research could explore the same questions in the context of some specific types of entrepreneurial opportunity perceptions.
Originality/value
The research adds evidence to the ongoing debate about whether there are five or three EO dimensions by examining five EO dimensions and their individual relationships with firm market performance. This research meets Miller’s (2011) call for research on the disaggregation of EO components, in particular, research contexts. This research contributes to the limited empirical research on entrepreneurial opportunity perception. This research also has important practical implications for practitioners and government.
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The demand for value added investment in the European real estate market emerged in the mid to late 1990s and over the past decade has grown rapidly as a preferred investment…
Abstract
Purpose
The demand for value added investment in the European real estate market emerged in the mid to late 1990s and over the past decade has grown rapidly as a preferred investment style. Recent evidence suggests that investor appetite for value added products is set to intensify further. The purpose of this paper is to consider value added investment in the context of the wider market and in particular considers the rationale underpinning the current surge in demand. The paper explores the core components of its risk return profile and puts forward a strategic investment framework for European value added investment.
Design/methodology/approach
This paper develops a three tier filter to enable the classification of investment style. First, the risk parameters of the key investment characteristics are considered; second, the degree of risk exposure experienced on any one dimension and finally, the combination of such risks taken at any one time.
Findings
The key findings of this paper are: the shift in capital towards real estate at the beginning of the decade brought a new investor audience to the sector. Alongside the existing investor base, their growing experience in the sector, together with steep pricing competition for core has increased their risk appetite within the sector.
Originality/value
The paper emphasizes that investment strategies focussed on delivering true risk adjusted value added returns must be capable of identifying structural change, evaluating its implications for the real estate market and analysing its impact on current and future value.
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Yanto Chandra, Chris Styles and Ian Wilkinson
This paper aims to complement existing theories of internationalization by studying an important aspect which has been neglected in previous studies: the process of international…
Abstract
Purpose
This paper aims to complement existing theories of internationalization by studying an important aspect which has been neglected in previous studies: the process of international entrepreneurial opportunity recognition. International market entry is conceptualized as an entrepreneurial, innovative act; and opportunity recognition consists of both discovery as well as deliberate and systematic search.
Design/methodology/approach
The methodology employed involves eight case studies of small and medium‐sized enterprises (SMEs) operating in knowledge‐based industries in Australia. The unit of analysis is the “opportunity‐firm” nexus.
Findings
The paper finds that firms with little or no prior international knowledge tend to make use of opportunity discovery rather than deliberate/systematic search. In contrast, firms with extensive prior international experience and knowledge were found to deliberately search and discover their first international opportunity. International opportunity discovery did not occur simply through serendipitous encounters with new information from networks or referrals but involved interpreting possible matches between pre‐existing means (resources, skills, new technologies) and new ends (international markets) in a problem solving process. It favours those with the requisite prior knowledge and entrepreneurial orientation.
Practical implications
The paper offers guidelines on what business practitioners and export promotion agencies can and cannot do to influence opportunity recognition process. Particular attention was paid to strategies to avoid costly deliberate search among resource‐stricken SMEs.
Originality/value
This study introduces Knightian uncertainty and Kirznerian discovery as the conceptual cornerstones of internationalization that can help account for the lack of incrementalism and optimizing logic in internationalization among smaller firms.
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Cici Xiao He and Masoud Karami
This study explains the international opportunity development of SMEs from emerging economies during institutional transition. This research enriches our understanding of how…
Abstract
This study explains the international opportunity development of SMEs from emerging economies during institutional transition. This research enriches our understanding of how these firms adopt different approaches to developing international opportunities when they confront the turbulent institutional environment. We develop a phase-based framework for the evolution of transitional institution for SMEs’ internationalization and the SMEs’ internationalization process in that framework. By providing an empirical case study of a privately owned SME from China, the main finding is that SMEs from emerging economies become more entrepreneurial and proactive in developing the international opportunity during the institutional transition.
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Hanieh Khodaei, Victor Scholten, Emiel Wubben and Onno Omta
Recent studies have questioned the direct relationship between entrepreneurial orientation (EO) and firm performance (e.g., Rauch, Wiklund, Lumpkin, & Frese, 2009; Wales, Gupta, &…
Abstract
Recent studies have questioned the direct relationship between entrepreneurial orientation (EO) and firm performance (e.g., Rauch, Wiklund, Lumpkin, & Frese, 2009; Wales, Gupta, & Mousa, 2013). Following this stream of research, this study examines this relationship by identifying the intermediate steps between these two variables (Alegre & Chiva, 2013; Wales, 2016; Zahra, Sapienza, & Davidsson, 2006). EO is considered essential for new market entry and new business foundation, which is why this study focuses on startups. Startups search for viable business opportunities, and this search is highly dependent on organizational learning (Kreiser, 2011). Previous studies suggest that organizational learning mediates the relationship between EO and performance (e.g., Real, Roldan, & Leal, 2014; Wang, 2008). This study investigates the role of organizational learning in this relationship by analyzing how EO and absorptive capacity (AC) interact. We propose a more direct and fine-grained measure of entrepreneurial success by developing a conceptual model that includes opportunity identification as an early outcome measure for startups. Drawing on a sample of 95 academic spin-offs in the Netherlands, this study examines the mediating role of AC and market readiness in the relationship between EO and market opportunities. The findings indicate that AC and market readiness mediate the direct effect of EO on market opportunity identification. By using opportunity identification as an outcome measure for EO, this study adopts a more direct measure for firm performance, resonating with recent discussions on the main effect of EO for organizations. These findings suggest that academic spin-offs’ AC leads entrepreneurial efforts to achieve a better product-market fit, and in return, helps to identify more market opportunities.
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Violina P. Rindova, Luis L. Martins and Adrian Yeow
Strategic management research has shown growing interest in understanding the dynamic resource reconfiguration processes through which firms grow, evolve, and sustain…
Abstract
Strategic management research has shown growing interest in understanding the dynamic resource reconfiguration processes through which firms grow, evolve, and sustain profitability. The goal of our study is to understand how dynamic resource reconfigurations enable firms to pursue growth opportunities. We use the methods of inductive theory building from case studies to elaborate current theoretical understanding about how firms draw on both internal and external resources in the pursuit of growth. We examine the patterns of resource reconfigurations through which Yahoo and Google powered their early growth strategies in their first 10 years of existence. We analyze a total of 192 new product launches in 43 markets by the two firms to capture how they reconfigured resources dynamically. Our analysis reveals that both firms developed highly dynamic strategies exhibiting both surprising similarities and differences. These similarities and differences provided the basis for our theoretical insights about the development of what we term “dynamic resource platforms,” comprising of (a) dynamic resource shifts; (b) targeted resource orchestration; and (c) complementary processes balancing dynamism and capability development. These ideas contribute novel theoretical insights to current strategic management research on dynamic capabilities and on resource reconfiguration and redeployment.
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