| 1. |
- Wictor, Ingemar
(author)
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Born Globals : Rapid International Growth in New Ventures
- 2012
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Doctoral thesis (other academic/artistic)abstract
- The traditional theories developed by Johanson and Vahlne (1977, 1990) and other researchers ofinternationalisation have long been questioned because of the fast-changing environment and deregulations. In particular, for Born Global firms, namely a company that has achieved a foreign sales volume of at least 25% within three years of its inception and that seeks to derive significant competitive advantage from the use of resources and the sales of outputs in multiple countries (Andersson and Wictor, 2003, p. 254), itis a question of surviving by establishing in many markets in a short period of time.This thesis summarises five papers. Paper 1 showed that the CEO´s perception and the fast changing environment push small firms to internationalise and that younger CEOs have an important role in expanding the firm. This is often because of their experiences accumulated inthe organisation over time or because the entrepreneur has been exposed to the international arena and information technologies, which can explain why some small firms continue to expandtheir international activities.The conceptual framework in paper 2 comprises four factors that influence Born Global firms:entrepreneurs, networks, industry and globalisation. To succeed in establishing a global firm it isimportant to have certain resources, such as an entrepreneur with international experience and strong networks. A Born Global entrepreneur is distinguished by his interest and motivation todo business abroad and his vision for the future.Paper 3 focuses on the importance of Born Globals’ foreign market channel strategies. The decision to establish a new market is of great importance for the long-term survival of the company. In this comparative case study, four companies that display different foreign entrymodes are compared. We found that these companies had very different market channel strategies even though they internationalised rapidly.Paper 4 is a study of four companies that indicates that their CEOs are active and involved in making strategic decisions in all parts of a Born Global firm’s value chain activities. Decisions on localisation and outsourcing are influenced by the entrepreneur’s definition of his firm’s core competencies. However, factors outside the firm are also an influence: potential suppliers,outsourcing of manufacturing and potential partners in distribution, especially relating to the riseof new emerging markets (e.g. China). The importance of coordinating value chain activities also influences the localisation of different activities. Entrepreneurs aim to arrange value-creating networks to secure their core manufacturing processes and close relations with local suppliers when they outsource products. In such a case, the entrepreneur can be seen as an orchestrator ina virtual organisation. The ‘global factory’ concept can be adjusted to fit locally for a Born Global company and its environment. Paper 5 focuses on a Born Global company’s way to grow and is a longitudinal study of acompany over 17 years (1990–2007) and its development in the different stages in the growth/life-cycle curve. From inception, the vision is already strong to go global. During thea bove period, the founder, external CEO I and CEO II were interviewed to assess whatcharacterises the different stages of growth over time compared with the growth/life-cycle model of Smallbone and Wyer (2006). The company is still growing and very entrepreneurial. The leadership has changed from a deciding style to a more coaching way of leading. Themanagement and organisation have changed to be more professionalised and team-oriented over8time. Entrepreneurial teams have also become more and more important for transferring knowledge to individuals in the organisation.The traditional models of Johanson and Vahlne (1977, 1990) point out that learning at an organisational level is a main factor in international development over time. However, a way to speed up the development of Born Global firms is entrepreneurial background with long experience and different knowledge serving his vision for the company. Nevertheless, theknowledge transfer from the entrepreneur and his team to the organisation is important. Knight and Cavusgil (2004, p. 137) find that “Born Globals pose an important new challenge to traditional views on the internationalization of the firm”.Johanson and Vahlne (2003) study what happens in companies because of rapid changes in the environment. They suggest that the Uppsala model is still valid, but that the early stage of a firm’sinternationalisation is important to study. Organisational learning is carried out at an individual and an entrepreneurial level. Johanson and Vahlne (1977) focus on the importance of the people working in a market and their learning. In their latest published article by Schweizer et al. (2010,pp. 368–369), they argue that “it is the liability of outsidership rather than the liability offoreignness that gives rise to internationalization difficulties. Outsidership implies that the firm isnot a member of relevant networks. Internationalization can be seen then as taking steps tobecome an insider in relevant networks in focal foreign markets … In their last study it emphasizes the entrepreneurial facets of a firm’s internationalization process”. The above defined background of the entrepreneur, his entrepreneurial way of working and his experience from former jobs also means that he already has the networks necessary for international expansion.The entrepreneur and his team in a Born Global company must from the beginning have the capability and knowledge of the environment and market in a country to establish in the new market as well as the understanding of how to manage the company and organisation. If they do not have this knowledge, they must have a network from which to extract this information. The entrepreneur has to be strongly involved in building and sustaining relationships with both customers and suppliers. In the organisation, he also has to build a powerful culture with decentralisation and empowered employees. The leadership in these companies is charismatic,employees are empowered in their jobs and the teams are entrepreneurial. Employees are therefore also allowed to make their own decisions within certain limits. Networks are important to overcome “perceived barriers on cultural and regulatory issues, those associated with locating partners, plus other matters deemed important to specific management teams” (Crick, 2009, p. 466). Coviello and Cox (2006) find that a company’s network is aresource when it is working with acquisitions and important recruitments. For companies growing over many years such as the Rubber Company studied herein, networks change and the chairman’s networks can be of great importance when core individuals should be recruited as an important part of the company’s strategies.
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| 2. |
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| 3. |
- Bengtsson, Maria, et al.
(author)
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Cooperation and competition in relationships between competitors in business networks
- 1999
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In: Journal of business & industrial marketing. - : Emerald. - 0885-8624 .- 2052-1189. ; 14:3, s. 178-193
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Journal article (peer-reviewed)abstract
- Traditionally the relationships between competitors in the industrial market have been based on competition. The network approach and literature about strategic alliances have provided new insights into cooperation between firms based on the value chain. The empirical findings from two in-depth studies, the rack and pinion industry and the lining industry, show that a firm can be involved in four different types of horizontal relationships at the same time. Apart from relationships consisting of competition or cooperation, a firm can live in symbiosis by coexisting with other relationships, or being involved in a relationship simultaneously containing elements of both cooperation and competition. Consequently, a successful firm needs to focus on relationship management in order to achieve a portfolio consisting of the four types of relationships to otherhorizontal firms.
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| 4. |
- Bengtsson, Maria, et al.
(author)
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"Coopetition" in Business Networks -- to Cooperate and Compete Simultaneously
- 2000
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In: Industrial Marketing Management. - 0019-8501. ; 29:5, s. 411-426
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Journal article (peer-reviewed)abstract
- Existing theory and research on relationships among competitors focuses either on competitive or on cooperative relationships between them, and the one relationship is argued to harm or threaten the other. Little research has considered that two firms can be involved in and benefit from both cooperation and competition simultaneously, and hence that both types of relationships need to be emphasized at the same time. In this article, it is argued that the most complex, but also the most advantageous relationship between competitors, is “coopetition” where two competitors both compete and cooperate with each other. Complexity is due to the fundamentally different and contradictory logics of interaction that competition and cooperation are built on. It is of crucial importance to separate the two different parts of the relationship to manage the complexity and thereby make it possible to benefit from such a relationship. This article uses an explorative case study of two Swedish and one Finnish industries where coopetition is to be found, to develop propositions about how the competitive and cooperative part of the relationship can be divided and managed. It is shown that the two parts can be separated depending on the activities degree of proximity to the customer and on the competitors' access to specific resources. It is also shown that individuals within the firm only can act in accordance with one of the two logics of interaction at a time and hence that either the two parts have to be divided between individuals within the company, or that one part needs to be controlled and regulated by an intermediate actor such as a collective association.
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| 5. |
- Bengtsson, Maria, 1959-, et al.
(author)
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Coopetition - Quo vadis? : Past accomplishments and future challenges
- 2014
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In: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 43:2, s. 180-188
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Journal article (peer-reviewed)abstract
- Research on coopetition has been conducted for more than two decades. However, several concepts remain that require elaboration. A study on the literature shows that there is a lack of unified definitions, as various definitions have been employed in previous accomplished research. In this article we suggest that the early definition of coopetition, as a dual relationship between firms that simultaneously cooperate and compete needs to be refined. Our new definition suggests that coopetition is a paradoxical relationship between two or more actors, regardless of whether they are in horizontal or vertical relationships, simultaneously involved in cooperative and competitive interactions. We also highlight important contributions to the field, and some shortcomings that point to future challenges for coopetition research. Finally, we put forward five directions for future research: (1) understand the balancing of cooperation and competition, (2) understand the coopetition paradox and engendered tension, (3) apply a multilevel perspective on coopetition (4) understand the dynamics of coopetitive interaction, and (5) understand how coopetition impacts business models and strategy.
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| 6. |
- Bengtsson, Maria, et al.
(author)
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Coopetition research in theory and practice : growing new theoretical, empirical, and methodological domains
- 2016
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In: Industrial Marketing Management. - : Elsevier BV. - 0019-8501 .- 1873-2062. ; 57, s. 4-11
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Journal article (peer-reviewed)abstract
- In this paper we discuss the theoretical rooting of present research on coopetition and point to the need for an integration of theories on competition dynamics, and cooperative interactions in social networks. We argue that the future growth of the coopetitive research field hinges on creatively combining existing theoretical approaches with novel research methods and contexts. In particular, we suggest that incorporating theories on the micro foundations of strategic action can substantially enhance the field. The aim of this paper is both to raise questions regarding the theory and practice of coopetition research and to give examples of new approaches and trends that may contribute to the advancement of the field in the future. We consider our research practice and explore avenues for further research starting from what, where and how we study coopetition, to when and who we study. In general, we call for a stronger focus on the centrality of multiple stakeholders in forming, executing, and developing coopetition, and on research methods that can investigate in depth the multitude of actors, interests, and interactions using a multi-level analysis, including the micro foundations of coopetition.
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| 7. |
- Bengtsson, Maria, et al.
(author)
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Dynamics in business networks : Cooperation and competition among competitors
- 1999
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In: Training exercises for improving sensemaking skills - with solutions. - : JAI Press Inc.. - 0762302283
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Book chapter (peer-reviewed)abstract
- Relationships among competitors in the same market have for a long time been regarded as consisting of only competition. By competing, the competitors have been forced to develop their products, although this is not always a demand from the buyers. Moreover, competition is regarded as the main driving force behind better internal efficiency. Lately, the importance of cooperation in order to pool resources together has been suggested as an effective way of enabling competitors to be more effective. Shorter lead times, distribution of costs for developing new products, more efficient production processes, and focusing on core competition are mentioned as some of the reasons competitors should form cooperative relationships that can range from informal long-term relationships between competitors and how they can affect their business.
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| 8. |
- Bengtsson, Maria, et al.
(author)
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Innovationer gynnas av både konkurrens och samarbete
- 2008
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In: Marknadsorientering. - : Liber AB Malmö. - 9789147088928 ; , s. 239-256
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Book chapter (peer-reviewed)abstract
- De myter som diskuteras i detta kapitel är att antingen konkurrens eller samarbete utgör det bästa receptet för att stödja innovationsprocesser.En orsak till att myterna fått så stor genomslagskraft är att konkurrens och samarbete sällan diskuteras kopplat till vad somutgör innovativa processer, nämligen förmogan att utforska och exploatera nya idéer. Det är därför viktigt att man avfärdar de båda myterna och istället inser att konkurrens och samarbete pågår samtidigt, så kallad coopetition.Både konkurrens och samarbete kan stimulera och försvåra innovativa processer om än på olika sätt under olika delar av den innovativa processen. I kapitlet visas med hjälp av några praktiska exempel hur olika kombinationer av konkurrens och samarbete stimulerar förmågan att utforska respektive exploatera nya idéer.
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| 11. |
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| 12. |
- Flohr Nielsen, Jørn, et al.
(author)
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Market orientation in Nordic banks : Does nationality matter?
- 2003
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In: European Journal of Marketing. - : Emerald Group Publishing Limited. - 0309-0566 .- 1758-7123. ; 37:11, s. 1818-1841
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Research review (peer-reviewed)abstract
- Neither market orientation nor the possible link to performance is easily achieved and in various countries companies may organize differently to cope with the information-processing and customer-responding challenges. Nationwide surveys in banks in Denmark, Finland, Norway, and Sweden indicate that a path to performance involves innovations such as “supported empowerment” though there are differences in the antecedents of market orientation. Thus the most distinct Scandinavian ways to improvements may be found in Sweden. Especially Swedish banks and to a lesser extent Finnish banks are upfront in their use of “the technology of customer-focusing”. Nevertheless, the overall analyses based on rigorous structural equation modeling lead to the estimation of a model reflecting causal relationships which seem to be independent of nationality.
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| 13. |
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| 14. |
- Holtström, Johan, 1968-
(author)
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Synergi? : En studie av några industriföretag
- 2009
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Doctoral thesis (other academic/artistic)abstract
- Synergi är viktigt i samband med fusioner och förvärv. Utgångspunkten är att synergi, i både teori och praktik, används för att skapa olika typer av mervärden. Fusioner och förvärv är frekvent förekommande i företagande och det är många olika aktörer som berörs av sådana förändringar, t.ex. anställda, företagsledningar och ägare. Företagsintegrationer kan antas påverka de företag som är involverade i fusionen eller förvärvet. Även andra aktörer som kunder och leverantörer kan komma att påverkas av den förändring som en fusion eller ett förvärv innebär. Det finns därför skäl att studera förhållandet mellan skapande av synergi och företagsintegrationer.Avhandlingens inriktning är att i vid bemärkelse studera synergibegreppet för att ytterligare öka förståelsen av synergi, både inom ett företag samt i företagets affärsnätverk. Syftet med avhandlingen är att utveckla hur synergi kan realiseras inom företaget och i affärsrelationer till kunder och leverantörer i samband med fusioner och förvärv.Baserat på fusioner och förvärv bland industriföretag analyseras i avhandlingens första del hur och om synergi kan realiseras inom ett integrerande företag. Ett resultat av studien är att synergi inom ett företag sammanfattningsvis kan sägas vara ett resultat av ett samspel mellan skapande av mervärden, samstämmighet mellan strategiska prioriteringar och funktionellt genomförande. Synergi inom ett företag kan sägas vara något som en företagsledning planerar med avsikt att genomföra. Företaget är i centrum och avsikten är att förändra och påverka omgivningen för anpassning till de nya förutsättningar som finns. I en sådan miljö finns andra aktörer, som kunder och leverantörer. Det finns därför ett intresse att också studera hur och om synergi i en affärsrelation kan uppstå.Synergi i ett fusionerande eller förvärvande företags affärsnätverk är en breddning av synergibegreppet till att också omfatta relationen mellan företag. Avhandlingens andra del studerar detta. Det är viktigt att ha ett vidare perspektiv på vad en förändring får för konsekvens i skapande av synergi i ett integrerande företags relation till andra aktörer, som kunder och leverantörer. Synergi i relation kan uttryckas som det samlade resultatet av hur aktörerna anpassar sig till förändringar, hur förändringen påverkar beroendeförhållanden, i vilken utsträckning det sker en koordinering av aktiviteter och hur detta sker i interaktion över tiden.Avhandlingen kombinerar också de två perspektiven på synergi i förhållande till utvecklingen över tiden. Inom det integrerande företaget kan synergi framstå som planerad i integrationens tidiga faser eller ske framväxande över tiden. I det integrerande företagets relation till andra aktörer kan synergi i relation förekomma genom påverkan i integrationens tidiga faser. Det är något som de integrerande bolagen planerar att genomföra i relation till andra aktörer. Synergi i relation kan över tiden ske i interaktion mellan affärsnätverkets aktörer. Synergi genom interaktion handlar om att det integrerande företaget initierar en förändring genom sammanslagningen och de olika aktörerna anpassar sig över tiden till de förändringar som sker. Anpassning är inte en passivitet utan ett uttryck för både aktion och reaktion.Avslutningsvis diskuteras praktiska implikationer av studien. Vid fusioner och förvärv kan det vara av intresse att beakta vad de integrerande företagens agerande får för konsekvenser i relation till andra aktörer samtidigt som den egna verksamheten utreds. Processmedvetenhet innebär att en kedja av aktiviteter startas och att det kan få betydelse för vilket resultat förändringen får över tiden. Stabilitet och beroenden mellan aktörerna påverkas genom de fusioner och förvärv som sker. Fusioner och förvärv kan fungera som drivkraft för att skapa tillväxt hos andra aktörer. Den operativa verksamheten hos andra aktörer kan också påverkas genom de förändringar som sker i en fusion eller ett förvärv.
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| 15. |
- Lindh, Cecilia, 1974-
(author)
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Business Relationships and Integration of Information Technology
- 2006
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Doctoral thesis (other academic/artistic)abstract
- It is a well-established view that, over time, companies in a business-to-business setting develop long-lasting business relationships. The business relationship between two companies involves a wide range of exchanges on products, technical and economic issues. It also has a social content as it engages people in both companies. Business relationships are, therefore, argued to be founded on a varying extent of exchanges and content of behaviour. This thesis deals with the current and complex issue of the integration of information technology in such business relationships.Integration in this thesis refers to when information technology is purposefully used and inseparable from the business relationship. A special standardized questionnaire was used to collect extensive empirical data on 353 business relationships between suppliers and one of their important customers. The results of the analysis of the data in the thesis show that high information technology integration, in terms of exchanges and behaviour, increases the efficiency of information exchanges in business relationships. Integration is also connected to the importance of business relationships for the development of information technology and increases a company’s knowledge on this technology. Furthermore, the results show that what is fundamental for the integration of information technology is its combination with the strength of the business relationship. Thereby, the integration of information technology has a wider impact on business relationships than simply facilitating higher efficiency under certain circumstances. It affects the general competence in using information technology, and allows new opportunities for the business relationship and the companies.Through its rich empirical content, theoretical approach and proximity to current business situations, this thesis is of interest to researchers and students who wish to understand the employment of information technology in business relationships, or for business professionals who want to further understand their situation regarding information technology in order to make decisions about further employment.
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| 16. |
- Owusu, Richard A., 1960-, et al.
(author)
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Project business : a distinct mode of internationalization
- 2007
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In: International Marketing Review. - Bingley, United Kingdom : Emerald Group Publishing Limited. - 0265-1335 .- 1758-6763. ; 24:6, s. 695-714
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Journal article (peer-reviewed)abstract
- Purpose– The aim of the paper is to elaborate a framework of project business as a distinct mode of internationalization. The uniqueness and complexity of project business as a core mode are portrayed by comparing it with other internationalization modes. It is agreed that a single project sale is a discrete form of direct involvement in a foreign market. However, this provides opportunities for network interactions that can facilitate further project business openings in a foreign market and on a global level.Design/methodology/approach– Using the abductive method, the paper constructs a comparative framework of project business and other forms of internationalization. It illustrates the discussion with a longitudinal case study of a company that uses project business as its strategic choice for its internationalization.Findings– The paper finds that, using project business as its core internationalization mode, the company has expanded its global business as well as entering and succeeding in foreign business networks. It proposes that the network and relationship‐based project business approach is viable as a strategic alternative for internationalization on its own or in combination with other modes.Research limitations/implications– The study provides a framework for positioning project business as a separate internationalization mode. It provides a comparative framework for internationalization modes.Practical implications– This study provides managers with an understanding of project business as a distinct and profitable mode of internationalization. It illuminates the network and relationship‐building aspects of project business.Originality/value– According to the research, this is the first study that proposes project business as a distinct mode of internationalization. Much previous research has either not mentioned project business or subsumed it as an unimportant part of exports. The framework developed in this study should spur new research on the issue.
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| 17. |
- Raza-Ullah, Tatbeeq, 1982-, et al.
(author)
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The coopetition paradox and tension in coopetition at multiple levels
- 2014
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In: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 43:2, s. 189-198
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Journal article (peer-reviewed)abstract
- This article explores the nature of the paradox inherent in coopetition; that is, the simultaneous pursuit of cooperation and competition between firms, and emanating tensions that develop at individual, organizational, and inter-organizational levels. We dissect the anatomy of the coopetition paradox to discover how it materializes by creating an external boundary (i.e., via unifying forces) and internal boundaries (i.e., via divergent forces). After explaining the coopetition paradox, we distinguish tension from paradox and submit that tension comprises both positive and negative emotions simultaneously, also known as emotional ambivalence. Finally, we recognize that emotional ambivalence in coopetition prevails at different levels, and vary in its level of intensity and persistency in relation to different contexts. We employ illustrative cases to ground our propositions empirically. This article provides understanding on concepts, expects to incite fruitful dialogue, and fuels further studies on inter-firm paradoxes.
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| 18. |
- Vanyushyn, Vladimir, 1979-, et al.
(author)
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Cooperation with competitors and internationalization : Evidence from the West Coast of Finland
- 2009
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In: Journal of Euromarketing. - London : Routledge. - 1049-6483 .- 1528-6967. ; 18:2, s. 89-100
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Journal article (peer-reviewed)abstract
- Firms' cooperation with customers and suppliers has received a great deal of attention, whereas business relationships with competitors have not been recognized in internationalization studies. This study focuses on small and midsized enterprises (SMEs) and cooperation in business network by comparing firms that are engaged in cooperative arrangements with firms that are not on how they rate export motivations, evaluate the relative importance of various cooperation objectives, and examines the potential relationship between export motives and cooperation objectives. Findings from a survey of Finnish SMEs suggest that firms regard cooperation with competitors as a noteworthy internationalization motive. The structure of various cooperation goals is examined and then related to the export motives.
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| 19. |
- Vanyushyn, Vladimir, et al.
(author)
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Small and Medium-sized Enterprises' Internationalization and the Influence of Importing on Exporting
- 2007
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In: International Small Business Journal. - : SAGE Publications. - 0266-2426 .- 1741-2870. ; 25:5, s. 459-477
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Journal article (peer-reviewed)abstract
- Relative to the volume of research into internationalization, inward operations have received much less attention than outward operations. This study addresses this imbalance by focusing on the degree to which firms import, how imports started relative to exports, and what import-related factors affect exporting. Findings from a survey of Finnish SMEs suggest that responding firms rate management interest, limited domestic market, and inquiries from buyers as the most significant incentives to start exporting. Import-experienced exporters assign higher ratings on nearly all export incentives, while pure-exporters consider themselves more dependent on governmental support. Importing per se has a comparatively modest, yet statistically significant, influence on exporting.
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