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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS<br />

JUNE 2011<br />

VOL 3, NO 2<br />

Conclusion and Discussion<br />

The Internationalization process has been studied widely since the conceptualization of<br />

Uppsala model. Internationalization process of small and medium-sized enterprises is one<br />

perspective that has attracted the researchers from looking at large companies. However, an<br />

increasing amount of research in Internationalization of SMEs has important limitations.<br />

Exporting may not be a suitable entry mode for a small firm. Nowadays, strategic alliances<br />

play an important role for firms to gain competitive advantage. Hence, in this study, I<br />

would like to investigate and describe how SMEs are using strategic alliances to develop<br />

the international business. This evidence suggests thatinternal and external factors<br />

influence significantly a small firms’ decision to go abroad. The small firm chooses<br />

strategic alliance as market entry mode because this strategy canenhance a firm’s capacities<br />

and gain for them a competitive advantage in international operation. The small firm can<br />

chose the partner and makes a commitment with that partner who can help firm spread<br />

globally. In order to be successful in international markets the small firm need to mange<br />

alliances and evaluate them in accordance with<br />

firm’s objectives.<br />

Theoretical contributions<br />

Due to the characteristics of small firms, my finding supports the idea that stage theory of<br />

internationalization is not appropriate to describe the internationalization process of SMEs<br />

(Bell, 1995; Li, Li and Dalgic, 2004; Hollenson, 2007. An understanding of SMEs<br />

internationalization process is necessary to consider all aspects. The evidence reveals that<br />

the company’s decission to go abroad is affected not only lack of market knowledge as<br />

Uppsala model proposed, but internal factors and environmental factors are also strong<br />

factors influencing firm’s strategy. This implies that the stage model overlooks the<br />

planning phase, firm’s strategy and environment factors. However, some aspects such as<br />

knowledge and commitment are still critical factors.<br />

COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 877

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