Capturing institutional home country conditions for exporting SMEs

In line with recent developments in institutional theory that indicate institutional settings can explain cross-national differences, this article proposes a measure of the institutional country profile relevant to exporting small- and medium-sized enterprises (SMEs). Combined emic and etic research approaches suggest a scale, derived through in-depth interviews with French and Romanian managers in SMEs and tested with 107 French export managers. The scale is psychometrically sound and supports a three-dimensional country institutional profile of exporting SMEs that comprises regulative, cognitive, and normative dimensions. The institutional profile of a country can complement, if not substitute for, culture as an explanation of export behavior. Furthermore, the proposed instrument can help researchers and managers diagnose countries' exporting strengths and weaknesses, according to their institutional conditions.     

Experience,age and exporting performance in UK SMEs

We consider the determinants of SME exporting performance using a survey of internationally engaged UK SMEs. We first develop a model incorporating organisational and prior managerial learning effects. Our empirical analysis then allows us to identify separately the positive effects on exporting from the international experience of the firm and the negative effects of firm age. Positive exporting effects also result from grafted knowledge – acquired by the recruitment of management with prior international experience. Innovation also has positive exporting effects with more radical new-to-the-industry innovation most strongly linked to inter-regional exports; new-to-the-firm innovation is more strongly linked to intra-regional trade. Early internationalisation is also linked positively to the number of countries to which firms export and the intensity of their export activity. We find no evidence, however, relating early internationalisation to extra-regional exporting, suggesting that early-exporting SMEs tend be ‘born regional’ rather than ‘born global’.     

Learning about foreign markets: A study of Czech SMEs

Drawing on the organizational learning literature, our study examines the role of foreign market knowledge and firm emphasis on technological innovation in the internationalization of small, entrepreneurial firms in the Czech Republic. It is based on a sample of 168 SMEs representing a broad range of manufacturing industries that were founded after the fall of communism and as the Czech economy was transitioning to a more market-based economy. Findings indicate that emphasis on technological innovation is associated with greater acquisition of foreign market knowledge. In addition, our results indicate that emphasis on technological innovation directly and indirectly influences the performance of such SMEs in international markets. Our findings also suggest that foreign market knowledge partially mediates the relationship between firm emphasis on technological innovation and international performance. Implications of our findings from the perspective of theory and practice are discussed.     

中小企业学习代理模式与组织学习绩效关系实证研究

中小企业通过学习代理人从组织外部获取知识是促进组织学习的重要途径.因此,如何通过有效学习代理模式获取组织所需要知识,如何处理企业发展过程的学习策略以提高学习绩效,成为目前研究中小企业战略的重要课题.文章从学习代理基本理论出发,分析了学习代理的内涵与构成,提出了中小企业三种学习代理模式,提出了学习代理模式与组织学习绩效的概念模型与假设,通过实证研究对假设进行了统计验证,得出了基本结论与进一步研究展望,最后建议中小企业通过学习代理有效获取知识从而提升学习绩效.     

Export planning orientation and its antecedents: Evidence from exporting IT products

There is strong support in the export literature for a positive relationship between export planning and export performance. However, little is known about the drivers of export planning. In addressing this knowledge gap, this article proposes that export planning is usefully analyzed in terms of a managerial orientation. Regarding the antecedents of export planning orientation, the focus here is on the role of factors internal to the firm, especially its exporting mindset (export necessity and export commitment). This article also examines to what extent export confidence (psychic distance and marketing advantage) moderates the relationship. The empirical results show that export commitment has a strong and positive effect on a firm's export planning orientation. This relationship is moderated by psychic distance and marketing advantage. Specifically, the results show that the greater the psychic distance and the weaker the marketing advantage, the stronger the relationship between export commitment and a firm's export planning orientation. The results also show that management's perceived export necessity has a negative effect on a firm's export planning orientation and that this relationship remains unaffected by psychic distance and marketing advantage.     

High ownership concentration and exporting of emerging market firms: evidence from Peru

Despite the extraordinarily high ownership concentration widely observed in emerging market firms as a result of institutional voids, there is little research on how this high ownership concentration affects the exporting behavior of emerging market firms. From principal–agent and institutional perspectives, we hypothesize that high ownership concentration has a negative relationship with export intensity, because, in emerging markets, highly concentrated ownership bridges the interests of owners (principals) and managers (agents) so that principals must be prudent in exploring risky international markets. Moreover, we hypothesize that export country diversification strengthens the relationship between ownership concentration and export intensity, because broad geographic dispersion increases risk exposure and principal-agent problems. Empirical analysis based on a panel dataset for publicly listed firms in Peru from 2005 to 2014 supports the hypotheses. The study highlights the risk aversion attitude activated by ownership concentration, an attitude that protects emerging market firms from overconfidently exploring international business opportunities. The study extends the conventional literature on the interface between ownership concentration and international business in an emerging market context. We also discuss the generalizability of the findings to other emerging markets, e.g. China.     

Performance and size: empirical evidence from Portuguese SMEs

This article studies the relationship between company size and performance for small and medium-sized Portuguese companies. Using dynamic panel estimators, we conclude that performance is related positively to size. This relationship suggests the greater relevance of scale effects, diversification and the greater ability of larger companies to cope with market changes. Furthermore, our empirical results show that performance is persistent, not showing discontinuity, suggesting that small and medium-sized Portuguese companies are relatively successful in coping with possible scenarios of aggressive competition. Debt and level of fixed assets influence performance negatively, and separation of management and ownership influence performance positively. Liquidity, risk and ownership control are not relevant in explaining the performance of small and medium-sized Portuguese companies.

Humanistic leadership: Lessons from Latin America

We review the psychological, sociological and historical explanations underlying leadership styles in Latin America. A fundamentally paternalistic style relies on social bonds based on reciprocity and stresses workers’ expectations. Transformations in leadership styles in Latin America require consideration of alternative theoretical approaches such as stakeholder management and cultural hybridism, beyond cross-cultural frameworks. Viewing employees as key stakeholders implies a legitimate concern for workers beyond the employment relationship. From a hybridism perspective, diversity is a critical concept that applies to organizational ownership arrangements, management practices, cultural backgrounds, and socio economic contextual changes surrounding leadership styles.     

Optimal Development Policies: Lessons from Experience

ECONOMIC DEVELOPMENT: THEORY, POLICY AND INTERNATIONAL RELATIONS, by I.M.D. Little THE POVERTY OF ‘DEVELOPMENT ECONOMICS', by Deepak Lal, Hobart Paperback No. 16 THE THEORY AND EXPERIENCE OF ECONOMIC DEVELOPMENT, Essays in Honour of Sir W. Arthur Lewis, edited by Mark Gersovitz, Carlos F. Diaz-Alejandro, Gustav Ranis and Mark R. Rosenzweig     

An evolutionary perspective of opportunism in high-technology alliance: the evidence from South Korean companies

Adopting an evolutionary perspective, we introduce an alternative approach to the opportunism in strategic alliance where the accumulated risks during alliance operation lead to opportunism in alliance. To examine this process, a total of 358 employees from South Korean firms in the high technology sector completed a survey on opportunism in strategic alliance, measuring each firm's perceived risks on the relational and operational issues in alliance and their antecedents and outcomes. Key results show that perceived risks on the relationship between alliance partners cause a passive type of opportunism, whereas perceived risks both on the relationship between alliance partners and on the achievement of alliance objectives cause an active type of opportunism. Specifically, cultural difference showed the largest influence on relational risks, whereas issues in equity involvement showed the largest influence on performance risk. Based on the findings, theoretical and practical implications on the opportunism management in strategic alliance are discussed.     

金融发展与融资约束——来自中小企业板的证据

本文使用2005—2007年中小企业板数据,在考虑实际控制人性质和政治关系的背景下,研究金融发展是否可以缓解中小企业融资约束。研究发现:无政治关系的民营中小企业面临较强融资约束,金融发展可以显著缓解其融资约束,这种缓解作用来自信贷资金分配的市场化和金融市场引入外资;具有政治关系的民营中小企业不存在显著的融资约束,但金融业引入外资会显著增加其现金的现金流敏感度,可能导致这类中小企业融资状况或企业绩效弱化;国有中小企业现金的现金流敏感度最高,但其现金持有量与绩效负相关,金融发展对其不产生显著影响。     

Organizing for disaster: Lessons from the military

Recent global events have highlighted the need for disaster planning by leaders in all types of organizations, civilian and military included. This article illustrates, from both academic and personal viewpoints, lessons learned during relief operations for the 2005 earthquake in Pakistan. Having participated in this effort, I detail guidance for designing resilient and robust organizational structures that can deal with the uncertainties of a disaster environment. For example, organizations frequently form temporary command centers to improve information flow in a crisis. Consequently, managers are advised to create temporary organizational structures with a common cognitive map to improve sense-making for employees during turbulent times. Other lessons presented include the establishment of a nuanced priority system for assessing potential courses of action, and the need to eliminate bureaucratic barriers to action to improve the speed of response when lives are at stake. This article concludes by pointing out that proper organizational structures need to be considered prior to disaster in order for organizations to be effective and efficient during the course of a mitigation effort.     

Marketing to subsistence consumers: Lessons from practice

Over 4 billion people live in what is commonly referred to as the “bottom of the pyramid” or as subsistence marketplaces. These individuals and families live in substandard housing, with limited or no access to sanitation, potable water, and health care, have low levels of literacy, and earn very low incomes. Scholars and practitioners alike suggest that the problems existing in subsistence marketplaces demand the attention and involvement of responsible businesses and that doing business with consumers in such marketplaces can be both socially responsible and profitable. This research explores the strategies and tactics currently being used across commercial and social enterprises engaged in subsistence marketplaces. The analysis leads to recommendations about marketing practices currently used by companies and organizations that are successfully operating in subsistence marketplaces.     

Export prices,selection into exporting and market size: Evidence from China and India

This paper empirically analyses the export pricing behaviour of Chinese and Indian exporters when there is selection into exporting. Previous exchange rate pass-through estimates that did not take selection into account could be biased if selection into exporting is correlated with pricing strategy. We use 6-digit product-level data across high- and low-income export destinations over the period 1994–2007 and assess a number of determinants of the degree of pass-through of exchange rates to export prices, such as the level of external demand, exporter’s wage cost, degree of competition in export markets, currency volatility and the direction of currency movements. We find systematic differences in the pricing strategies of Chinese and Indian exporters while uncovering a selection bias in exports to high-income markets, although the pricing of exports to low-income markets is independent of the decision to export. Export prices do not increase systematically with the destination market per capita income, and tend to be less sensitive in shipments to advanced nations. Export prices of India are sensitive to the volatility of the trade-weighted nominal effective exchange rate (NEER), indicating heterogeneity in prices to maintain competitiveness, but not in China as volatility is insignificant given a fixed currency system. It is also revealed that a country with a relatively flexible currency regime and arms-length trade such as India is more likely to exhibit incomplete pass-through, whereas a country with an inflexible currency system and involved in outward processing trade is more likely to have full pass-through as shown in the case of China.     

Entering Eastern European markets : Lessons from Kmart

Kmart completed its purchase of 13 stores in the Czech Republic and Slovakia in May/June 1992. Using interviews conducted in June 1993 with directors of Kmart-Czech Republic and Slovakia and a vice director of its major Prague competitor, Kotva, this paper analyzes the strategies Kmart is using to position itself in Eastern Europe for both retail sales and product acquisition and distribution. Four lessons to be learned from Kmart were identified: (1) internationalize what you do well; (2) know your customers by listening to them and adapting to their needs; (3) be flexible and change if a strategy does not work; and (4) balance short-and long-term gains.     

The manager seeking virtue: Lessons from literature

The authors argue that studying classic literature (fiction) is useful in strengthening the manager's ability to resolve specific ethical dilemmas.The authors summarize stories, plays and novels that explicitly address a series of ethical trials common to many managers (e.g., whistleblowing, discrimination and greed). Recognizing the multicultural nature of contemporary business practice, the authors draw upon literature from Europe and Asia to illustrate their thesis. Studying literature offers a challenging and personally compelling method for managers (and management students) to improve their moral sensitivity and strengthen the decision making skills used in addressing the ethical ambiguities of business practice.The article concludes with a supplemental reading list that summarizes additional pieces of international literature with strong business ethics themes.Tony McAdams is Professor of business law in the Management Department at the University of Northern Iowa. Professor McAdams has been published in theHarvard Business Review andThe Academy of Management Review, among other journals, and he is the principal author of the text,Law, Business, and Society. He received the 1978 Distinguished Teaching Award from the student government at the University of Kentucky.Roswitha Koppensteiner received an MBA degree from the University of Northern Iowa in 1990.     

Competitive Tendering: Lessons from the Public Sector

The introduction of at first voluntary and then compulsory competitive tendering have ushered in a decade of change in the provision of public services. In this paper, the authors examine just how radical that change has been. Utilising data from local authorities the authors find that, in refuse collection at least, competitive tendering has reduced costs by forcing improvements in labour productivity. But, in comparing the relative efficiencies of the large majority of in house tender winners with the comparatively smaller set of private contractors awarded tenders, the authors conclude that scope for greater cost reductions remain.     

New product planning: Lessons from Japanese experience

Japan has derived a reputation as a market that is extremely difficult to enter. However, this belief tends to promote neglect of the study of other factors—important among which is that of the competitive styles of Japanese companies. An issue that is particularly germane is that of product strategy. This article reports on research that was performed among a sample of foreign consumer products' companies in Japan. The article explores the theme that effectiveprodud strategy in Japan requires cultural sensitivity, as well as an ability to cope with the aggressive, technical led approaches of Japanese companies that comprise the competitive set.     

从可口可乐谈企业奥运营销淘金攻略

2008,对所有中国人来说,是一个绝对值得骄傲和纪念的年头,但更多的人,从这一个数字的背后看到了两个字——商机。2001年7月13日,中国北京申奥成功。据专家分析,从2002年到2008年,中国的经济增长速度每年将额外增加0.3%,而仅仅北京,就将创造200万个就业机会。尽管金钱永远无法凌     

Telecom Regulation: Lessons from Independent Central Banks

Consumers do not choose their preferred central bank base rate in the way that they buy, say, telephone services from one of a number of competing companies: independent central banks (ICBs) and utility regulators have different tasks. However, those concerned with the emerging field of utility regulation can still learn much from research on ICBs, not least because, for historical reasons, there is much more of it. The authors of this article argue that the key to the success of both ICBs and utility regulators is proper governance arrangements. They reject the arguments for procedures that are totally rule-based with little or no discretion. Within clear rules, they say, both ICBs and regulators should be given discretion combined with high accountability.