International strategy and performance—Clustering strategic types of SMEs |
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| Authors: | Birgit Hagen Antonella Zucchella Paola Cerchiello Nicolò De Giovanni |
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| Institution: | 1. University of Pavia, Department of Business Research, Via San Felice 7, 27100 Pavia, Italy;2. University of Pavia, Department of Economics, Statistics and Law, Strada Nuova 65, 27100 Pavia, Italy;3. SAS Institute Srl, Milan, Via Carlo Darwin 20, 20143 Milano, Italy;1. University of Seville (Spain), Avda San Francisco Javier s/n, 41018 Seville, Spain;2. University of Seville (Spain), Avda Ramón y Cajal, 1, 41018 Seville, Spain;1. Goodman School Business, Brock University, St. Catharines, ON L2S3A1, Canada;2. Carlson School of Management, University of Minnesota, Minneapolis, MN 55455, United States;1. Department of Marketing, International Business & Strategy, Faculty of Business, Brock University, St. Catharines, Ontario, Canada L2S 3A1;2. Zhejiang University School of Management, 388 Yuhangtang Road, Hangzhou, Zhejiang Province 310058, PR China;1. University of Strathclyde Business School, Department of Strategy and Organisation, 26 Richmond Street, Glasgow G1 1XH, UK;2. Birkbeck, University of London, Department of Management, Malet Street, Bloomsbury, London WC1E 7HX, UK;3. Sheffield Business School, Sheffield Hallam University, City Campus, Howard Street, Sheffield S1 1WB, UK |
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| Abstract: | This paper identifies different strategic types of internationalised SMEs, in so doing providing managers and entrepreneurs with a much better understanding of the main strategic options and their relationship with the international performance of firms. We provide a theoretical analysis of strategic orientations and strategic behaviour in international SMEs, followed by an empirical investigation based on a sample of Italian SMEs. The SMEs are grouped into strategic types using cluster analysis, and the link between strategic type and international performance is subsequently analysed using logistic regression. The empirical data suggest that there are four broad strategic types, namely an entrepreneurial/growth-oriented group of firms, a customer-oriented group, a product/inward-oriented cluster, and a further group of firms that lacks strategic orientation. The characteristics of the strategic clusters are discussed, and the regression results show that a clear and proactive strategic orientation and its consistency with business strategy leads to improved international performance. This confirms the positive and highly significant role of strategic types. |
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