You are looking at 11 - 20 of 49 items

  • Series: The McGill International Entrepreneurship series x
Clear All Modify Search
You do not have access to this content

Hamid Etemad, Tage Koed Madsen, Erik S. Rasmussen and Per Servais

You do not have access to this content

Ingemar Wictor, Svante Andersson and Tomas Müllern

You do not have access to this content

Edited by Marian V. Jones and Pavlos Dimitratos

Emerging Paradigms in International Entrepreneurship identifies key themes that collectively demonstrate the convergence of thinking at the interface between the disciplines of international business and entrepreneurship. These are: development of the field and the effects of international entrepreneurship on a new economy; conceptual and paradigmatic developments; international entrepreneurship and the internet as a developing research agenda; contacts links and networks as process driven internationalisation; cross-sectoral, cross-national and cross-cultural comparisons of entrepreneurship; and the experiential emphasis in entrepreneurial internationalisation.
This content is available to you

Edited by Hamid Etemad, Stefano Denicolai, Birgit Hagen and Antonella Zuchella

This content is available to you

Hamid Etemad

You do not have access to this content

Elena Cedrola, Loretta Battaglia and Anna Grazia Quaranta

The aim of this chapter is to identify and empirically analyze the factors that make international entrepreneurial business ventures (IEBVs) successful and lead to high performance. In particular, we focus on firms that operate in markets with high cultural distance. Literature on enterprise internationalization is abundant, albeit fragmented in various strands: international business, entrepreneurship, strategic management, network and marketing. Taking as reference the study of Kropp et al. (2006) wherein entrepreneurship, market and learning orientation are considered resources that potentially enhance the success of IEBVs, we develop an interpretative model that expounds all the elements that characterize a successful internationalization process. This model includes cultural orientation that operates transversely and virtuously across all elements of the business model. The study’s objectives are achieved by means of a dyadic approach, using quantitative and qualitative research involving entrepreneurs, enabling us to verify whether an entrepreneurial orientation toward relationships, cooperation and local market culture has a positive effect on business performance.

You do not have access to this content

Noémie Dominguez

In a business environment of ever growing uncertainty, SMEs are constrained, and have to find new markets to grow and survive. Pushed to internationalize, they are traditionally seen as reactive entities engaging gradually in foreign markets to reduce risk and uncertainty. Analyzing the role of risk in the internationalization process, some authors found that firms were not completely risk averse, but they were rather willing and ready to take risks up to a certain point, in order to maximize their returns or to gain market power. Contrary to previous findings, it appears that conscious risk-taking strategies could be one of the key variables explaining SMEs’ success abroad. The aim of this chapter is to analyse the importance of risk-seeking behaviours in SMEs’ internationalization. In this study we found that, contrary to risk-averse firms that only take subjective financial risks, if compelled to do so, risk-seeking entrepreneurs – that is, looking for risky alternatives when taking a decision to get greater outcomes – are targeting high-risk markets by taking objective political, financial, social and business risks abroad. Our findings indicate that, even if they look like natural risk-takers to outsiders, risk-seeking entrepreneurs are not gamblers. Their privileged access to unique assets and assessment of information allows them to identify a wider range of alternatives and therefore to enter untapped or overlooked markets. Expectedly, risk-seeking entrepreneurs manage to achieve greater performance and internationalization than their risk-averse counterparts, by implementing several efficient risk-management techniques.