Managing risk and knowledge in the internationalisation process

  1. Barcos Redín, Lucía
  2. Rodríguez Chacón, Victoria María
  3. Álvarez Sánchez-Arjona, María Jesús
Revista:
Intangible Capital

ISSN: 1697-9818

Año de publicación: 2010

Volumen: 6

Número: 2

Páginas: 202-235

Tipo: Artículo

DOI: 10.3926/IC.2010.V6N2.P202-235 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Intangible Capital

Objetivos de desarrollo sostenible

Resumen

The internationalisation process in a company embodies a series of projects that are performed in different geographical regions. In some cases, especially in SMEs, companies are not capable of predicting the risks that will be faced during the process and they do not have suitable tools to manage the knowledge acquired in previous internationalisation experiences. Therefore, they fail to turn internationalisation into a sustainable competitive advantage. This paper reports the conclusions of a study based on both a bibliographic research and a comprehensive study of a group of industrial companies. This study includes the analysis of 37 internal reports about internationalisation experiences and the carrying out of semi-structured interviews with managers responsible for international operations. We have identified the main factors (risks) that prevent successful internationalisation processes and we have proposed a taxonomy of them. Furthermore, we have proposed a general framework (model) which provides a common perspective for all internationalisation projects, bringing coherence, and also a certain level of systematisation, to the decisions made in regards to different internationalisation projects. The model provides a systemic vision of the whole internationalisation process and we believe that companies can develop efficient learning systems based on this framework. It would give them differentiation and, therefore, help them to turn internationalisation into a sustainable competitive advantage.

Referencias bibliográficas

  • ARON, R.; SINGH, J.V. (2005). Getting Offshoring Right. Harvard Business Review, 83(12):135-143.
  • ASHTON, W.B.; STACEY, G.S. (1995). Technical intelligence in business: understanding technology threats and opportunities. International Journal of Technology Management, 10(1):79-104.
  • BAKER, W.E.; SIKUKA, J.M. (1999). The synergistic effect of market orientation and learning orientation on organisational performance. Journal of Academy of Marketing Science, 27(4):411-427. doi:10.1177/0092070399274002
  • BARNES, D. (2008). Operations management: An International perspective. Thomson Learning, London.
  • BARTLETT, C.A; GHOSHAL, S. (2002). Managing across borders: the transnational solution. Harvard Business School Press.
  • BOEHM, B. (1991). Software Risk Management: Principles and Practices. IEEE Software, 8(1):32-41. doi:10.1109/52.62930
  • BLOMSTERMO, A.; ERIKSSON, K.; SHARMA, D.D. (2004). Domestic activity and knowledge development process of firms. Journal of International Entrepreneurship, 2(3):239-258. doi:10.1023/B:JIEN.0000032775.53005.59
  • CAMBRA-FIERRO, J.; POLO-REDONDO; Y. (2008). Long-Term orientation of the supply function in the SME context. International Small Business Journal, 26:619-646. doi:10.1177/0266242608094032
  • CAMUFFO, A.; FURLAN, A.; ROMANO, P.; VINELLI, A. (2007). Routes towards supplier and production network internationalization. International Journal of Operations & Production Management, 27(4):371-387. doi:10.1108/01443570710736967
  • DERESKY, H. (2000). International management: Managing across borders and cultures. Prentice Hall.
  • DRUCKER, P.F. (1993). Post-Capitalist Society. Harper Business Publisher. New York.
  • ERIKSSON, K.; JOHASON, J.; MAJKGARD, A.; SHARMA, D.D. (1997). Experiential knowledge and cost in the internationalization process. Journal of International Business Studies, 28(2):337-360. doi:10.1057/palgrave.jibs.8490104
  • ERIKSSON, K.; MAJKGARD, A.; SHARMA, D.D. (2000). Path dependence and knowledge development in the internationalization process. Management International Review, 40(4): 307-328.
  • FARRELL, D. (2004). Beyond Offshoring: Assess your Company's Global Potential. Harvard Business Review, 82(12):82-90.
  • FISHAMMAR, J.; HÖRTE, S. A. (2005). Managing external information in manufacturing firms: The impact on innovation performance. Journal of Product Innovation Management, 22:251-266. doi:10.1111/j.0737-6782.2005.00121.x
  • FLINT, D.J. (2002). Compressing new product success-to-success cycle time-deep customer understanding an idea generation. Industrial Marketing Management, 31:305-315. doi:10.1016/S0019-8501(01)00165-1
  • GOTTFREDSON, M.; PURYEAR, P.; PHILLIPS, S. (2005). Strategic Sourcing: From Periphery to the Core. Harvard Business Review, 83(2):132-139.
  • GRANT, R.M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3):114-135.
  • HENDRY, K.P.; KIEL, G.C.; NICHOLSON, G. (2010). How boards strategise: A strategy as practice view. Long Range Planning, 43(1):33-56. doi:10.1016/j.lrp.2009.09.005
  • HUBER, G.P. (1996). Organizational learning: A guide for executive in technology-critical organizations. International Journal of Technology Management, 11 (7-8): 821-832.
  • IMMELT, J.; MARIKS, M.; MEILAND, D. (2003). In Search of Global Leaders. Harvard Business Review, 81(8):38-45.
  • JARZABKOWSKI, P. (2005). Strategy as Practice: an Activity-Based View. Sage, London.
  • JOHANSON, J.; VAHLNE, J.E. (1977). The internationalization process of the firma model of knowledge development and increasing foreign markets commitments. Journal of International Business Studies, 8(1):305-322. doi:10.1057/palgrave.jibs.8490676
  • KARKKAINEN, H.; PIIPPO, P.; TUOMINEN, M. (2001). Ten tools for customer-driven product development in industrial companies. International Journal of Production Economics, 69(2):161-176. doi:10.1016/S0925-5273(00)00030-X
  • KEIZER, J.A.; VOS, J.; HALMAN, J. (2005). Risks in new product development: devising a reference tool. R&D Management, 35(3):297-309. doi:10.1111/j.1467-9310.2005.00391.x
  • KOEN, P.; AJAMIL, G.; BURKART, R.; CLAMEN, A.; DAVIDSON, J.; DÁMORE, R.; ELKINS, C.; HERALD, K.; MICHAEL, I.; JOHNSON, A.; KAROL, R.; SEIBERT, R.; SLAVEJKOV, A.; WAGENER, K. (2001). Providing clarity and a common language to the Fuzzy Front End. Research Technology Management, 44(2):46-55.
  • HUTCHINSON, V.; QUINTAS, P. (2008). Do SMEs do knowledge management?: Or simply manage what they know. International Small Business Journal, 69:96-104.
  • LEOPOULOS, V.; KIRYTOPOULOS, K. (2004). Risk management: a competitive advantage in the purchasing function. Production Planning & Control, 15(7):678-687. doi:10.1080/09537280412331298238
  • NONAKA, I. (1991). The knowledge creating company. Harvard Business Review, 69:96-104.
  • NONAKA, I. (1994). Dynamic theory of organizational knowledge creation. Organization Science, 5:14-37. doi:10.1287/orsc.5.1.14
  • PORTER, M.E. (1985). Competitive Advantage. Free Press, New York.
  • PROJECT MANAGEMENT INSTITUTE (2004). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Third Edition, CD-ROM. By: Project Management. Project Management Institute.
  • REID, S.E.; DE BRENTANI, U. (2004). The fuzzy front end of new product development for discontinuous innovations: a theoretical model. Journal of Product Innovation Management, 21:170-184. doi:10.1111/j.0737-6782.2004.00068.x
  • SINKULA, J.M.; BAKER, W.E.; NOORDEWIER, T. (1997). A framework for market-based organizational learning: linking values, knowledge and behavior. Journal of Academy of Marketing Science, 25(4):305-318. doi:10.1177/0092070397254003
  • SULL, D.N.; ESCOBARI, M. (2003). Innovating Around Obstacles. Harvard Business School Press.
  • THOMPSON, A.; STRICKLAND III, A.J.; GAMBLE, J. (2005). Crafting and Executing Strategy: The Quest for Competitive Advantage. McGraw-Hill International Edition.
  • WERNERFLET, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2):171-180. doi:10.1002/smj.4250050207
  • YIP, G.S. (2001). Total Global Strategy: Managing for Worldwide Competitive Advantage. Englewood Cliffs, Prentice Hall.
Fuente de los datos: Dialnet