中小企业国际化Word格式文档下载.docx
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TevfikDalgic.Internationalizationprocessofsmallandmedium-sizedenterprises:
towardahybridmodelofexperientiallearningandplanning[J]ManagementInternationalReview.2004,(44)
Theliteratureshowsthattherearethreebroadtheoreticalperspectivesregardingtheinternationalizationprocessoffirms:
(1)Experientiallearning
(2)Systematicplanning,and(3)Contingencyperspective.Despitetheirimportantcontributions,theseperspectiveshavenotledtoacoherentframeworkthatmayhelpbothscholarsandpractitionerstogainaconvergentunderstandingoftheinternationalizationprocessoffirms.
(1)Thispaperseekstodevelopahybridmodelofinternationalizationprocesswhichreconcilesdifferenttheoreticalperspectives,andbearsnormativeimplicationsformanagers.Inouropinion,theestablishmentofsuchamodelwouldbeparticularlyhelpfulforexaminingtheinternationalizationprocessofsmallandmedium-sizedenterprises(SMEs)whichhaveplayedanincreasinglyimportantroleintheinternationalarena.
(2)Therearethreemajorreasons.First,SMEsusuallyhavelimitedresourcestoallocateforinformationandknowledgeacquisitionpertainingtoforeignmarkets.Theycannotaffordtoundertakeathoroughsystematicplanningprocessasbigfirms.Second,SMEsareinternationallyinexperiencedcomparedtolargemultinationalenterprises(MNEs).Theyfacetheproblemof"
unknownunknowns"
.Third,today'
sSMEsinitiatetheirinternationalexpansioninaglobalenvironmentwhichissubstantiallydifferentthantheonefacedbytraditionalMNEstwoorthreedecadesago.Theyoftenhavetorespondtointernationalmarketopportunitiesinaverytimelymanner.
Ingeneral,thesystematicplanningmodelsseemtobeextremelyrational.First,thecentralassumptionofthesemodelsistheviabilityofthoroughandefficientmarketinformationcollectionandanalyses.However,consideringtherecenttrendofquickenedandearlyinternationalizationofSMEsinthepresenceofevadingmarketopportunitiesandturbulentbusinessenvironments(UNCTAD1993,OECD1997),thevalueoflengthyplanningisincreasinglyquestionable.
Second,fromthebehavioralperspectiveofcorporatedecision-making,manydecisionsmaybemadesimultaneouslyratherthansequentially.Therefore,someoftheproposedsequentialstagesmaynotbedistinguishableincertaincontexts.Third,afirm'
sinternationalizationprocessmaybesignificantlyaffectedbyitsmotivationsandinitialcompetencies.
Thesystematicplanningschoolistoo"
rational"
toincorporatetheneedforexperientiallearning.However,itisclearlycomplementarytothelatter.Ourfundamentalpointisthatexperientiallearningandsystematicplanningaretwoseparatebutsemi-sequentiallyinterrelatedcomponentsintheinternationalizationprocessoffirms.Neglectofeitherwouldbemisleadingtheoreticallyandharmfulinpractice.
Discussions
Thisstudyshowsthateachofthereceivedperspectivesonfirms'
internationalizationprocesses,ifitstandsalone,hasafarmorelimitedutilitytopractitionersaswellasresearchers.Wepresentahybridmodelthatnotonlyintegratesexperientiallearningandsystematicplanning,butalsoincorporatesthemorerecentcontingencyperspective.Suchamodelisintendedtohelpbothresearchersandpractitionersinreviewingandanalyzinginternationalizationprocessstrategiesoffirmsfromaholisticperspective.Itshouldbenotedthatalthoughourmodelsharesacentralcontentionwiththecontingencyperspective,itdiffersinsomeimportantaspects.First,weemphasizethatanintegrationofexperientiallearningandsystematicplanningcanprovideamorebalancedviewoftheinternationalizationprocess.Itisnotthattheyarewrong;
theyeachonlytellapartialtruth.Combinedtogetherinasemi-sequentialmanner,theycanhaveamuchstrongerexplanatorypower.Second,althoughweagreethatfirms'
internationalizationprocessesareessentiallypathdependentandhighlyunpredictable,wecontendthatamodelorframeworkcanbegeneratedtocapturethevarietyofseeminglychaoticandnon-rationalpatterns.Third,wesuggestthatsuchamodelbearsnotonlydescriptivebutalsostrongnormativeimplications..
OurmodelmaybeofparticularrelevancetoSMEs.First,mostlargeMNEshavealreadypassedtheearlystageofinternationalization.Theirfocushasshiftedtothetaskssuchasincreasinghostcountrymarketshares,reconfiguringvalue-addedprocesses,improvingefficiency,andenhancingglobalintra-firmlearningratherthanforeignmarketentries.Thus,ourmodelmaynotbeasessentialtolargeMNEsastoSMEs.
Second,evenwhenlargeMNEsneedtoenternewforeignmarkets,theyusuallyhavethecapacities,routinesandinternationalexperiencetogothroughasystematicplanningprocess.Thisprocessisoftencostlyandtime-consumingbutcouldbeworthwhileconsideringthetypicallylargesizeoftheirforeigninvestments.Incontrast,SMEsneedtobefocusedandflexiblegiventheirrelativepaucityofresources(e.g.,managementtime,Planningstaff,money,etc.)andinternationalexperience.Attimes,aSMEwouldbenefitfromundertakingasystematicplanningprocessifithasaclearedgeintechnologyandproductquality,andhasdiscretiontopickanappropriateforeignmarkettostartitsinternationalcampaign.Othertimes,aSMEmayonlyneedtofocusonacriticalstepintheplanningprocesssuchasthenegotiationandevaluationofentrymode.if,forexample,itmustfollowakeycustomerabroadtoretainthebusiness.Onoccasions,itwouldbewiseforaSMEto"
muddlethrough"
withincrementalstepswithoutavisibleplanningphaseif,forexample,thefirmisinvolvedinavolatileanduncertainindustry,andhastotakeactionstogainvaluableindustryandmarket-specificinformation,andexploreitsstrategicoptions.Inshort,ourmodeltendstoappealtoSMEsbetterbecauseitcaterstoawiderangeofinternationalizationprocesses.OurmodelbearssomespecificnormativeimplicationsforSMEmanagers.
(1)OurhybridmodelmayserveasaroadmapforSMEs.AlthoughsystematicplanningisoftennotpracticalforSMEs,ad-hocactionsarenotdesirableforthemeither.SMEmanagersmayuseourmodeltopreparefortheirintendedinternationalizationprocessstrategies.Theyshouldfirstexaminetheirmotivationsandexistingcompetencebasecarefully.Then,theyneedtoidentifyandfocusonthecriticalstepsintheinternationalizationprocessanddeploytheirlimitedresourcesaccordingly.Forexample,anindustrialsupplierfollowingitsmajorcustomerabroadmaywanttospecificallystudythesuppliers'
marketinthehostcountryandthefeasibilityofformingajointventurewithitscustomerasJapanesecompanieshavepracticed.
(2)SMEs'
internationalexpansionisoftentriggeredbyexternalad-hocsignalssuchastheactivitiesofcustomers,suppliers,orpartners.Moreover,SMEsarenotmuchfetteredbybureaucracyandhierarchicalthinking.Topmanagers'
personalinitiativescanoftendriveinternationalizationatanacceleratedpace,especiallyforinnovation-orientedSMEs.Comparedtoexperientiallearningandsystematicplanningmodels,ourhybridmodelisrelativelyflexibleinthesensethattheprocessisneitherpredeterminednorlinearlysequential.Thus,itmayassistSMEmanagersinweighingonemergentinternationalizationprocessesand/ormakingsenseoutofcompetitors'
internationalizationstrategies.
(3)Ourmodelshowsthatafirm'
sinternationalizationprocessisiterative.Eachphase(e.g.,antecedents)receivesperiodicfeedbacksfromitssubsequentphases(e.g.,planningandexecution).SMEmanagersfacedifferentoptionsandconstraintsfromoneiterativeprocesstoanother.OurmodelhasapotentialtohelpSMEmanagerstoidentifysensiblepathsineachiterativeprocesstoavoidseriousblundersorwastedefforts.
Ourmodelalsobearsafewimplicationsforfutureresearch.First,itmayserveasaplatformbasedonwhichresearcherscanconceiveandbuildmoresophisticatedinternationalizationprocessmodels.Forexample,wehaveonlyspecifiedtwoantecedentsofinternationalization:
Motivationandcorporatecompetence.Thereisplentyofroomforinformedscholarstodefineanddeveloptheantecedentphasemoresystematically.Moreover,ourmodelleavesoutenvironmentalfactorssuchasindustrialcharacteristicsandhome/hostcountryeffectsthatcanbesalientforSMEs.Itwouldbeinterestingtoseehowthebusinessenvironmentmaybeexplicitlyincorporatedintoourhybridmodel.
Second,scholarsmayidentifymanyspecificempiricalresearchissuesfromourmodel.Forexample,onemayexaminehowthedisparityofmotivationsandcorporatecompetenciesmayleadtodivergentinternationalizationprocessesforSMEs.Althoughmotivationandcompetencehavebeenaddressedextensivelyinforeigndirectinvestment(FDI)literature,theyaremuchmoreoftenreferredtoinconnectionwithFDIdirection,location,andentrymodethanwithinternationalizationprocesses.Onemayraisespecificallysuchunansweredquestions:
(1)Givenacertainmotivation(e.g.,marketseeking,customerfollowing,ortechnology/resourcesacquiring),howmightaSME'
scompetencelevelaffectitschoicebetweenexperientiallearningandsystematicplanningaswellasitsdegreeofcommitmentintheexecutionphase?
(2)Givenacertainlevelofcompetence,howwouldSMEswithvariousmotivationsselectdifferentinternationalizationprocesses?
Third,asnotedearlier,today'
sSMEsfaceaglobalbusinessenvironmentvastlydifferentfromtheoneinwhichtraditionalMNEswereinitiallyinvolved.Yet,weknowlittlespecificsre
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