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SMEs on the international stage

SMEs on the international stage PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsCompared to large organizations, most small and medium-sized enterprises (SMEs) lack the resources to compete in overseas markets. The challenges are compounded for those originating in the transitional economies of Central and Eastern Europe, where the business environment remains unpredictable. Such SMEs are reluctant to invest in the breakthrough technologies needed to succeed internationally. Commitment becomes likelier when the background of the firm’s CEO is in output functions like marketing and research and development (R&D). Having experience of the foreign market and personal networks there likewise helps enormously. The knowledge and trust enabled by the CEO’s human and social capital can make the company more confident about investing in technological innovations.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Direction Emerald Publishing

SMEs on the international stage

Strategic Direction , Volume 33 (7): 3 – Jul 10, 2017

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0258-0543
DOI
10.1108/SD-04-2017-0071
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsCompared to large organizations, most small and medium-sized enterprises (SMEs) lack the resources to compete in overseas markets. The challenges are compounded for those originating in the transitional economies of Central and Eastern Europe, where the business environment remains unpredictable. Such SMEs are reluctant to invest in the breakthrough technologies needed to succeed internationally. Commitment becomes likelier when the background of the firm’s CEO is in output functions like marketing and research and development (R&D). Having experience of the foreign market and personal networks there likewise helps enormously. The knowledge and trust enabled by the CEO’s human and social capital can make the company more confident about investing in technological innovations.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Journal

Strategic DirectionEmerald Publishing

Published: Jul 10, 2017

References