Handbook of Research on International Entrepreneurship
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Handbook of Research on International Entrepreneurship

Edited by Léo-Paul Dana

This unique reference book provides an array of diverse perspectives on international entrepreneurship, a new and emerging field of research that blends concepts and methodologies from more traditional social sciences. The Handbook includes chapters written by top researchers of economics and sociology, as well as academic leaders in the fields of entrepreneurship and international business. State-of-the-art contributions provide up-to-date literature reviews, making this book essential for the researcher of entrepreneurship and the internationalisation of entrepreneurs.
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Chapter 41: An Action Research Approach for Internationalization

Claudio Vignali


Claudio Vignali In the tradition of Reg Revans, the guru of action learning, common sense is always the best approach to any management process. It is vital that management learn during the process, helping themselves from comments made by all stakeholders. A rational decision during this process, with a rational conclusion, must be the paramount aim: ‘There can be no action without learning and no learning without action’ (Revans, 1998, p. 14). Without application all research is artificial. However, some argue that the process of managerial decision making, a major aspect of the strategic planning procedure of small and medium-size enterprises (SMEs), has become more problematic because modern management, more than ever before, is faced with an immense complexity of tasks in an increasingly volatile business enviroment. For many years writers have been suggesting that organizations should focus and rely on the fundamental formal models and techniques of strategic planning. On the other hand, we must acknowledge the problem that there has been a lack of agreed academic tools to facilitate practical understanding about the nature of management research. Heuristic devices, commonly known as management tools, are usually misconceived and misunderstood. A clear understanding and their regular use can only benefit the management process. This chapter develops the methodology used in operationalizing heuristic devices as practitioners extend their use of the marketing mix in developing their strategic process. In this process they always face problems and the answers always cause concern. This chapter develops a model which de...

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