The impact of relationships on changes in internationalisation strategies of SMEs

By H. Agndal, Sylvie Chetty. 2007

202 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b828a454d33dc1846edfbb8c0256cbe124239e86

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Effectuation and foreign market entry of entrepreneurial firms (2015, background): “Finally, the criteria for selecting the firms were that the number of employees should be 250 or less full-time employees, which is a definition used in studies focusing on European and/or New-Zealand small and medium-sized enterprises (SMEs) (see e.g. Agndal and Chetty, 2007; Loane et al., 2007).”
The internationalization process of SMEs: A muddling-through process (2012, background): “…SMEs' internationalization as the result of leveraged contingencies—that is, serendipity affects the exploitation of unexpected discoveries (e.g., Agndal and Chetty, 2007; Coviello and Martin, 1999; Ellis and Pecotich, 2001), other researchers emphasize the use of strategic decision-making…”
The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership (2009, background): “This knowledge may allow them to recognize opportunities that others do not (Agndal & Chetty, 2007).”
Barriers to internationalisation in SMEs: evidence from Jordan (2012, background): “However, there are still many SMEs in developing countries that do not export or even contemplate doing so, despite the fact that exporting does not require a large amount of capital investment and has less financial and commercial risk as a mode of a foreign market entry mode compared to some forms”
International entrepreneurship: A critical analysis of studies in the past two decades and future directions for research (2012, background): “…situations, ability to read others accurately, make favourable first impressions, ability to identify resource complementarities and proactively co-ordinate resources in networks) (Baron and Markman 2000; Markman 2006; Mort and Weerawardena 2006; Agndal and Chetty 2007; Tolstoy and Agndal 2010).”