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CEE Internationalization of Austrian SMEs: Following the Uppsala Model after Gaining Visegrad Experience

100%
Štrach P., Wiesinger S., Überwimmer M.
Journal of Management and Financial Sciences
|
2016
|
vol. 23(1)
41-54
EN
Market entry mode choice has been one of the key topics in international business literature and the Uppsala model has longed served as the backbone for academic discussions. The evolutionary approach to market entry strategies represented by the Uppsala model may still be valid even when examined on the regional (CEE) level. Austria has historically been a country on the crossroads between the European East and West, serving as a location for regional headquarters. Austrian companies have been among the first to tap the markets of Central and Eastern Europe, which opened up in 1990s to international companies. A 2013 barometer study among 244 Austrian SMEs reveals that experience gained from Visegrad countries early in the company’s internationalization process affect entry modes, to which Austrian companies gravitate when entering other Central and Eastern European markets. With gradual early Visegrad experience, the companies are more likely to deploy more significant resources in the region of the CEE and establish their own subsidiaries.
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The Importance of Locally Embedded Personal Relationships for SME Internationalisation Processes – from Opportunity Recognition to Company Growth

84%
Ratajczak-Mrozek M.
Journal of Entrepreneurship, Management and Innovation
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2014
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vol. 10
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issue 3
89-108
EN
The purpose of the paper is to present the importance of locally embedded personal relationships and individuals’ networks for the rise of small and medium enterprises (SMEs)’ opportunities in the internationalisation process (especially the market entry phase) as well as their international operations and growth. Above all, the aim of the article is to answer the question what is influencing the actual impact of these resulting opportunities on internationalisation and growth. This paper adopts both a conceptual and empirical approach to the problem based upon a critical review of pertinent literature. Two case studies of companies from industries representing different levels of technological advancement, that is the furniture industry and IT industry, are presented.The theoretical and empirical analysis presented in the article points to the fact that relationships simultaneously facilitate opportunity recognition and themselves constitute such an opportunity. The analysis carried out as part of the case study proves that main factors determining the rise of the opportunity based on locally embedded personal relationships are trust and mutual understanding, in this way emphasising the importance of relational embeddedness. At the same time the realisation of these opportunities and therefore their impact on the internationalisation process and a company’s growth requires additional social factors (an entrepreneurial attitude) as well as economic factors (such as quality and competitive prices).
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Re-Internationalization Forms and Impact Factors: Four Cases

84%
Vissak T., Francioni B.
|
2020
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vol. 18(1(87))
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issue 1/2020 (87)
27-53
PL
Cel: Artykuł ma na celu ustalenie, jakie były formy ponownej internacjonalizacji dwóch włoskich i dwóch estońskich przedsiębiorstw oraz jakie czynniki miały na nie wpływ, a tym samym przyczynienie się do rozwoju literatury na temat ponownej internacjonalizacji. Projekt/metodologia/podejście: Opiera się na czterech przypadkach. Wyniki: W opracowaniu wykazano, że na ponowną internacjonalizację wpływ miało kilka czynników wewnętrznych i zewnętrznych – międzynarodowa orientacja decydentów (lub jej zmiany), otoczenie (biznesowe), relacje przedsiębiorstw z partnerami biznesowymi oraz ich swoiste zasoby i możliwości. Ponadto wyjaśniono, że na decyzje o ponownym wejściu na rynek wpłynęły również okoliczności pierwszego wejścia na rynek zagraniczny i następującego po nim wyjścia z tego rynku. Stwierdzono, że wyjście i ponowne wejście są normalne dla przedsiębiorstw międzynarodowych i nie zawsze można je przewidzieć lub „zaplanować”. Ograniczenia/implikacje badawcze: W przyszłości można by zbadać więcej przypadków i zebrać więcej danych ankietowych. Większą uwagę należy poświęcić kwestii logiki decyzyjnej, a definicje wymagają dopracowania. Oryginalność/wartość: Wiedza na temat ponownej internacjonalizacji jest wciąż stosunkowo ograniczona, dlatego artykuł przyczynia się do jej poszerzania. JEL: F23; L29; M16 Acknowledgements: This work was supported by the Institutional Research Funding IUT20-49 of the Estonian Ministry of Education and Research and by the Estonian Research Council’s grant PUT 1003. We would also like to thank Giorgia Marini and Giulia Pascucci for their help in data collection about two Italian firms. Suggested Citation: Vissak, T., & Francioni, B. (2020). Re-Internationalization Forms and Impact Factors: Four Cases. Problemy Zarządzania (Management Issues), 18(1), 27 –53. https://doi.org//10.7172/1644- 9584.87.2.
EN
Purpose: This paper aims to find out which forms of re-internationalization two Italian and two Estonian case companies experienced and which factors affected them, and through that, to develop the literature on re-internationalization. Design/methodology/approach: It is based on four cases. Findings: The paper shows that several internal and external factors – (changes in) the decision-makers’ international orientation, the (business) environment, firms’ relationships with their business partners, and their unique resources and capabilities – affected re-internationalization. In addition, it explains that the circumstances of initial foreign market entries and the following foreign market exits also influenced the case firms’ re-entry decisions. It concludes that exits and re-entries are normal for international firms and it is not always possible to foresee and/or “plan” them. Research limitations/implications: In the future, more cases could be studied and survey data collected. The issue of decision-making logic needs more research attention and definitions still need development. Originality/value: Knowledge on re-internationalization is still relatively limited and thus this paper contributes toward expanding this knowledge. JEL: F23; L29; M16 Acknowledgements: This work was supported by the Institutional Research Funding IUT20-49 of the Estonian Ministry of Education and Research and by the Estonian Research Council’s grant PUT 1003. We would also like to thank Giorgia Marini and Giulia Pascucci for their help in data collection about two Italian firms. Suggested Citation: Vissak, T., & Francioni, B. (2020). Re-Internationalization Forms and Impact Factors: Four Cases. Problemy Zarządzania (Management Issues), 18(1), 27 –53. https://doi.org//10.7172/1644- 9584.87.2.
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