31/08/2012 Scandinavian Insights on International entrepreneurship Svante Andersson Halmstad University Galway August 2012 For the Development of Organisations, Products and Quality of Life. Traditional View on Firms’ International development • • • Internationalization as a process of increasing experiantal knowledge (E. g Uppsala Internationalization model) Start with ”psychic close” countries • Nordic countries • UK, Geramany • US • France, South Europe Start with resource lean establishment modes • Direct export • Intermidiaries (agents, distributors) • Sales subsidiaries • Production subsidiaries For the Development of Organisations, Products and Quality of Life. 1 31/08/2012 Largest firms in Sweden (turnover) 1. Volvo 2. Vattenfall 3. Ericsson 4. Skanska 5. Svenska cellulosa 6. H&M 7. Telia Sonera 8. Electrolux 9. Volvo personvagnar 10. Ica 11. Nordea bank 12. Sandvik 13. Scania 14. Preem 15. Atlas copco For the Development of Organisations, Products and Quality of Life. Entrepreneurs’ interpretation of environment influence internationalization decisions Internationalisation doesn't suit our company. We should concentrate on our home market where we know our customers and their requirements. The increased competition and internationalisation in the environment we should meet by concentrating all our resources on defending our position in the home market. The increased internationalisation presents opportunities for us. Certainly the competition at home is increasing but at the same time our opportunities to compete abroad will increase. For the Development of Organisations, Products and Quality of Life. 2 31/08/2012 Internationalization from an entrepreneurial perspective Structure Process Macro Meso Strategy Firm Entrepreneurs Internationalization For the Development of Organisations, Products and Quality of Life. The marketing entrepreneur Structure Process Macro New growing industry Firm Marketing entrepreneur Marketing knowledge Active marketing strategy Push Internationalization For the Development of Organisations, Products and Quality of Life. 3 31/08/2012 The technical entrepreneur Structure Process Macro New growing industry Firm Technical entrepreneur Technical knowledge Product and production developPull ment Internationalization For the Development of Organisations, Products and Quality of Life. Definition - Born Global A Born Global is a company, which have reached a share of foreign sales of at least 25 % within three years after their birth and from inception, seeks to derive significant competitive advantage from the use of resources and the sales of outputs in multiple countries. Combination of Oviatt & McDougall (1994) and Knight (1997) For the Development of Organisations, Products and Quality of Life. 4 31/08/2012 Born Globals – the Swedish case • • • • Database just gave one useful company Still uncommon in Sweden Important to adapt definition to different markets (Sweden, US, Denmark) Extreme cases For the Development of Organisations, Products and Quality of Life. Factors explaining the occurence of born globals Entrepreneurs Networks Born Global Industry Globalization For the Development of Organisations, Products and Quality of Life. 5 31/08/2012 Roxtec For the Development of Organisations, Products and Quality of Life. Roxtec’s growth • Founded in 1990 and and entered 10 new markets/year and 1998 was represented on 70 markets. 2011 subsidiaries in Brazil, China, Finland, Germany, India, Italy, Japan, South Korea, Spain, Sweden, United Arab Emirates, United Kingdom, and the US. For the Development of Organisations, Products and Quality of Life. 6 31/08/2012 Who is the entrepreneur in the Born Global Firm? • • Global Mindset – International growth is a natural strategy International experience (professional experience, studies) • I was not motivated in school. My best subject was drawing. What I like with business is to create something new, see opportunities and act. (The founder and first CEO of Roxtec) • However, also individuals with no international experience and low language skills can succeed – motivation/urge – revenge – hard work Networks, both local and global - You need to be able to focus on your personal core competencies and work together with others The entrepreneur is not enough to create continued growth – strategic management/leadership skills • • For the Development of Organisations, Products and Quality of Life. Born Global firms created by different type of entrepreneurs in different industrial contexts Type of Entrepreneur/ind ustry New High-tech industry Mature industry Marketing Entrepreneur Born Global Born Global Technical Entrepreneur Born Global For the Development of Organisations, Products and Quality of Life. 7 31/08/2012 Differences in managerial behavior between small international and non-international firms Domestic firms International firms Average (Range) Average (Range) Deskwork sessions Number per day Proportion of time 15 (12 - 20) 47% (42 – 53%) 12 (6-15) 20 (13-29%) Telephone calls Number per day Proportion of time 17 (13 - 19) 15% (11 – 22%) 12 (8-18) 13% (10-15%) Scheduled meetings Number per day Proportion of time 1 (0 - 2) 12% (9 – 16%) 3 (3-4) 52% (40-61%) Unscheduled meetings Number per day Proportion of time 20 (11 - 25) 17% (9 – 24%) 10 (6-13) 10% (9-13%) Tours Number per day Proportion of time 5 (3 - 8) 8% (5 – 14%) 1 (0-2) 1% (0-1%) For the Development of Organisations, Products and Quality of Life. Operation Decisional roles al roles Information Interperson al roles al roles Roles shoulder by manager Figurehead Domestic firms Average (Range) 0 (0-0)% International firms Average (Range) 0 (0-0)% Leader 6 (1-10)% Liaison officer 4 (1-11)% 5 (0-15)% Monitor 9 (6-12)% 17 (9-24)% 10% 14% 26% 30% 21 (16-26)% Disseminator 2 (1-3)% Spokesman 3 (2-4)% 11 (3-22)% Entrepreneur 9 (3-13)% 26 (19-31)% Disturbance handler Resource allocator Negotiator 3 (1-4)% 5 (0-13)% 24% 37% 10 (3-16)% 3 (1-6)% 2 (0-4)% 3 (0-6)% Specialist 46 (30-63)% 5 (2-7)% 48% Substitute operator 2 (0-4)% Other 4 (1-6)% 3 (1-4)% 5% 0 (0-0)% 4% 2% 2 (1-5)% For the Development of Organisations, Products and Quality of Life. 8 31/08/2012 Managers in Born Globals compared with managers in domestic oriented firms • • • • Less operative Delegate more More planning More proactive For the Development of Organisations, Products and Quality of Life. Management/leadership • • • • • • The entrepreneur/manager is involved in strategic decisions regarding all value chain activities (strategic suppliers, production, distrubution, selling) – use global resources A clear business model (However sometimes you need to adapt to opportunities/threats) (Camp Scandinavia, Redsense) Need to create a motivated ”self-going” organization (vision, delegation, empowerment) Trade off - acting as if you are a large MNC in some parts and entrepreneurial in other parts Use the time on planned strategic activities – international travelling Strategic recruitment – international background, complementary competencies For the Development of Organisations, Products and Quality of Life. 9 31/08/2012 Stakeholders and Marketing Capabilities in International New Ventures: Evidence from Ireland, Sweden and Denmark (Evers, Andersson, Hannibal, JIM, 2012) For the Development of Organisations, Products and Quality of Life. Implications • • • • • Education – promote international exchange Develop education with both technical innovation and business creation Export Promotion – tailor-made for specific target groups Importance of role models – best practices See governmantal restrictions as opportunities not threats – e.g legislation regarding environment For the Development of Organisations, Products and Quality of Life. 10 31/08/2012 Thank you very much Questions and Comments? For the Development of Organisations, Products and Quality of Life. References • • • • • • Andersson, S. 2000. Internationalization of the Firm from an Entrepreneurial Perspective. International Studies of Management & Organization, Vol. 30, No. 1, pp.65-94. Andersson, S & Wictor, I . 2003. Innovative internationalisation in new firms – Born Globals the Swedish case. Journal of International Entrepreneurship. Vol 1, No 3. pp 249-276. Andersson S. 2004. Internationalization in different industrial contexts. Journal of Business Venturing. Vol 19. No. 6. pp. 851-875. Andersson, S & Evangelista, F. 2006. The entrepreneur in the Born Global Firm in Australia and Sweden. Journal of Small Business and Enterprise Development. Vol 13. No. 4. Pp. 642-659. Andersson, S & Florén, H. 2011. Differences in managerial behavior between small international and non-international firms. Journal of International Entrepreneurship.Vol 9. No 3. pp. 233-258. Evers, N., Andersson, S. & Hannibal, M. 2012. Stakeholders and Marketing Capabilities in International New Ventures: Evidence from Ireland, Sweden and Denmark. Journal of International Marketing (accepted for publication) For the Development of Organisations, Products and Quality of Life. 11