Pervez N. Ghauri and Agnieszka Chidlow
Mohammed Yamin and Pervez N. Ghauri
Huan Zou and Pervez N. Ghauri
Pervez N. Ghauri and Xuefei Cao
M. Cristina Stoian and Pervez N. Ghauri
This study examines the role played by managerial attitude in network development for SME internationalization. The findings reveal that managerial proactiveness in network development for international expansion significantly influences network structure, content and governance. Specifically, this will lead to an increase in indirect relationships as well as overall network size. The diversity and strategic orientation of resources exchanged with other actors will also grow as a result of intentional network development. Trust represents the main governance mechanism and will be deliberately maintained and enhanced by managers who build networks for internationalization purposes. Based on the findings, managerial implications and future research avenues are discussed.
Improving SME Performance Globally
Edited by Pervez N. Ghauri and V. H. Manek Kirpalani
Mia Hsiao-Wen Ho and Pervez N. Ghauri
This chapter reconsiders the determinants, consequences, and moderators of knowledge transfer and organizational learning processes in international strategic alliances by highlighting the contextual differences between partners. We argue institutional distance and realized absorptive capacity as critical moderators in the processes of knowledge transfer and organizational learning, which in turn, determine the alliance performance. We also unpack the transferring and learning processes by demonstrating how the transferor firm’s behavior towards knowledge transfer influences the recipient firm’s learning mechanisms. We propose relationship quality as an important determinant of the transferor firm’s protective behavior, which will subsequently affect the level of knowledge acquisition by the recipient firm. Yet knowledge acquisition will be significantly reduced if the negative impact of knowledge protection is intensified by large institutional distance between alliance partners. We further assert that an alliance performance does not necessarily rely on the level of knowledge acquisition but, rather, is dependent on the firm’s realized absorptive capacity to apply sufficient, acquired knowledge to the alliance context.