The Experts below are selected from a list of 219 Experts worldwide ranked by ideXlab platform
Niina Nummela - One of the best experts on this subject based on the ideXlab platform.
-
Internationalisation at home: The internationalisation of location-bound service SMEs
Journal of International Entrepreneurship, 2017Co-Authors: Helena Turunen, Niina NummelaAbstract:This study explores how location-bound service small- and medium-sized enterprises (SMEs)—such as tourism companies—internationalise. We suggest that key dimensions in the internationalisation of these firms are the available resource base, the Company Network and its embeddedness and entrepreneurial capabilities, particularly entrepreneur’s language skills, global mindset and cultural awareness. We propose an internationalisation framework model supported by three illustrative case examples from Finland. The framework differentiates between passive developers, emerging developers and international entrepreneurs. The study makes several contributions. First, it provides an advanced view on the internationalisation of service firms and challenges in previously applied theories in a novel context. Second, it highlights the significance of location-bound resources in the process. Third, the findings indicate that the interplay between the resource base, Company Network and entrepreneurial capabilities is decisive for internationalisation. We also suggest managerial implications for both the industry and policymakers, supporting the internationalisation of location-bound service firms. Diese Studie untersucht, wie ortsgebundene Dienstleister, wie zum Beispiel KMUs in der Touristikbranche, international expandieren. Wir schlagen vor, daβ die verfügbaren Ressourcen, das unternehmerische Netzwerk, die Sprachkenntnisse des Unternehmers, die unternehmerischen Fähigkeiten, eine globale Denkweise und kulturelles Bewusstsein zu den wichtigsten Dimensionen der Internationalisierung gehören. Durch drei anschauliche Fallbeispiele aus Finnland entwickeln wir ein Internationalisierungsmodell, welches wir vorschlagen. Das Rahmenmodell, welches zwischen passiven und aufstrebenden Entwicklern, sowie internationalen Unternehmern unterscheidet, macht eine Reihe von Kontributionen. Erstens, es erweitert unser Verstehen der Internationalisierung von Dienstleistern und fordert etablierte Theorien durch einen neuen Kontext heraus. Zweitens, es hebt die Bedeutung der ortsgebundenen Ressourcen hervor, die zum Internationalisierungsprozess beitragen. Auβerdem zeigen unsere Ergebnisse, daβ das Zusammenspiel von Ressource-Basis, Firmennetzwerken und unternehmerischen Fähigkeiten von entscheidender Bedeutung für die Internationalisierung sind, Ergebnisse, die uns veranlassen, praktische Implikationen für Unternehmen, wie für Gesetzgeber vorzuschlagen, damit die Internationalisierung ortsgebundener KMUs im Dienstleistungssektor unterstützt wird.
-
Internationalisation at home : The internationalisation of location-bound service SMEs
Journal of International Entrepreneurship, 2016Co-Authors: Helena Turunen, Niina NummelaAbstract:This study explores how location-bound service small- and medium-sized enterprises (SMEs)—such as tourism companies—internationalise. We suggest that key dimensions in the internationalisation of these firms are the available resource base, the Company Network and its embeddedness and entrepreneurial capabilities, particularly entrepreneur’s language skills, global mindset and cultural awareness. We propose an internationalisation framework model supported by three illustrative case examples from Finland. The framework differentiates between passive developers, emerging developers and international entrepreneurs. The study makes several contributions. First, it provides an advanced view on the internationalisation of service firms and challenges in previously applied theories in a novel context. Second, it highlights the significance of location-bound resources in the process. Third, the findings indicate that the interplay between the resource base, Company Network and entrepreneurial capabilities is decisive for internationalisation. We also suggest managerial implications for both the industry and policymakers, supporting the internationalisation of location-bound service firms.
Felix T.s. Chan - One of the best experts on this subject based on the ideXlab platform.
-
integration of manufacturing and distribution Networks in a global car Company Network models and numerical simulation
International Journal of Production Research, 2011Co-Authors: Premaratne Samaranayake, Tritos Laosirihongthong, Felix T.s. ChanAbstract:Global supply chain practices and their effects have received considerable attention over the last two decades. In the recent past, the need for integration across supply chains has been identified as a key for effective and efficient operations of supply chains. This is observed with the increasing trend of collaborative partnerships among supply chain partners. This paper presents an integrated approach for manufacturing and distribution Networks within the supply chain system of a global car Company. The paper shows that the integration of manufacturing and distribution Networks creates the environment for effective planning of many components and execution/follow-up of those plans. These components include materials, resources, operations/activities, suppliers and customers. The main features of the integration include component integration at individual Networks via use of a central warehouse. This integration reduces various interfacing steps between partners and enables representations of relations...
-
Integration of manufacturing and distribution Networks in a global car Company – Network models and numerical simulation
International Journal of Production Research, 2011Co-Authors: Premaratne Samaranayake, Tritos Laosirihongthong, Felix T.s. ChanAbstract:Global supply chain practices and their effects have received considerable attention over the last two decades. In the recent past, the need for integration across supply chains has been identified as a key for effective and efficient operations of supply chains. This is observed with the increasing trend of collaborative partnerships among supply chain partners. This paper presents an integrated approach for manufacturing and distribution Networks within the supply chain system of a global car Company. The paper shows that the integration of manufacturing and distribution Networks creates the environment for effective planning of many components and execution/follow-up of those plans. These components include materials, resources, operations/activities, suppliers and customers. The main features of the integration include component integration at individual Networks via use of a central warehouse. This integration reduces various interfacing steps between partners and enables representations of relations...
Helena Turunen - One of the best experts on this subject based on the ideXlab platform.
-
Internationalisation at home: The internationalisation of location-bound service SMEs
Journal of International Entrepreneurship, 2017Co-Authors: Helena Turunen, Niina NummelaAbstract:This study explores how location-bound service small- and medium-sized enterprises (SMEs)—such as tourism companies—internationalise. We suggest that key dimensions in the internationalisation of these firms are the available resource base, the Company Network and its embeddedness and entrepreneurial capabilities, particularly entrepreneur’s language skills, global mindset and cultural awareness. We propose an internationalisation framework model supported by three illustrative case examples from Finland. The framework differentiates between passive developers, emerging developers and international entrepreneurs. The study makes several contributions. First, it provides an advanced view on the internationalisation of service firms and challenges in previously applied theories in a novel context. Second, it highlights the significance of location-bound resources in the process. Third, the findings indicate that the interplay between the resource base, Company Network and entrepreneurial capabilities is decisive for internationalisation. We also suggest managerial implications for both the industry and policymakers, supporting the internationalisation of location-bound service firms. Diese Studie untersucht, wie ortsgebundene Dienstleister, wie zum Beispiel KMUs in der Touristikbranche, international expandieren. Wir schlagen vor, daβ die verfügbaren Ressourcen, das unternehmerische Netzwerk, die Sprachkenntnisse des Unternehmers, die unternehmerischen Fähigkeiten, eine globale Denkweise und kulturelles Bewusstsein zu den wichtigsten Dimensionen der Internationalisierung gehören. Durch drei anschauliche Fallbeispiele aus Finnland entwickeln wir ein Internationalisierungsmodell, welches wir vorschlagen. Das Rahmenmodell, welches zwischen passiven und aufstrebenden Entwicklern, sowie internationalen Unternehmern unterscheidet, macht eine Reihe von Kontributionen. Erstens, es erweitert unser Verstehen der Internationalisierung von Dienstleistern und fordert etablierte Theorien durch einen neuen Kontext heraus. Zweitens, es hebt die Bedeutung der ortsgebundenen Ressourcen hervor, die zum Internationalisierungsprozess beitragen. Auβerdem zeigen unsere Ergebnisse, daβ das Zusammenspiel von Ressource-Basis, Firmennetzwerken und unternehmerischen Fähigkeiten von entscheidender Bedeutung für die Internationalisierung sind, Ergebnisse, die uns veranlassen, praktische Implikationen für Unternehmen, wie für Gesetzgeber vorzuschlagen, damit die Internationalisierung ortsgebundener KMUs im Dienstleistungssektor unterstützt wird.
-
Internationalisation at home : The internationalisation of location-bound service SMEs
Journal of International Entrepreneurship, 2016Co-Authors: Helena Turunen, Niina NummelaAbstract:This study explores how location-bound service small- and medium-sized enterprises (SMEs)—such as tourism companies—internationalise. We suggest that key dimensions in the internationalisation of these firms are the available resource base, the Company Network and its embeddedness and entrepreneurial capabilities, particularly entrepreneur’s language skills, global mindset and cultural awareness. We propose an internationalisation framework model supported by three illustrative case examples from Finland. The framework differentiates between passive developers, emerging developers and international entrepreneurs. The study makes several contributions. First, it provides an advanced view on the internationalisation of service firms and challenges in previously applied theories in a novel context. Second, it highlights the significance of location-bound resources in the process. Third, the findings indicate that the interplay between the resource base, Company Network and entrepreneurial capabilities is decisive for internationalisation. We also suggest managerial implications for both the industry and policymakers, supporting the internationalisation of location-bound service firms.
Premaratne Samaranayake - One of the best experts on this subject based on the ideXlab platform.
-
integration of manufacturing and distribution Networks in a global car Company Network models and numerical simulation
International Journal of Production Research, 2011Co-Authors: Premaratne Samaranayake, Tritos Laosirihongthong, Felix T.s. ChanAbstract:Global supply chain practices and their effects have received considerable attention over the last two decades. In the recent past, the need for integration across supply chains has been identified as a key for effective and efficient operations of supply chains. This is observed with the increasing trend of collaborative partnerships among supply chain partners. This paper presents an integrated approach for manufacturing and distribution Networks within the supply chain system of a global car Company. The paper shows that the integration of manufacturing and distribution Networks creates the environment for effective planning of many components and execution/follow-up of those plans. These components include materials, resources, operations/activities, suppliers and customers. The main features of the integration include component integration at individual Networks via use of a central warehouse. This integration reduces various interfacing steps between partners and enables representations of relations...
-
Integration of manufacturing and distribution Networks in a global car Company – Network models and numerical simulation
International Journal of Production Research, 2011Co-Authors: Premaratne Samaranayake, Tritos Laosirihongthong, Felix T.s. ChanAbstract:Global supply chain practices and their effects have received considerable attention over the last two decades. In the recent past, the need for integration across supply chains has been identified as a key for effective and efficient operations of supply chains. This is observed with the increasing trend of collaborative partnerships among supply chain partners. This paper presents an integrated approach for manufacturing and distribution Networks within the supply chain system of a global car Company. The paper shows that the integration of manufacturing and distribution Networks creates the environment for effective planning of many components and execution/follow-up of those plans. These components include materials, resources, operations/activities, suppliers and customers. The main features of the integration include component integration at individual Networks via use of a central warehouse. This integration reduces various interfacing steps between partners and enables representations of relations...
Andre Mach - One of the best experts on this subject based on the ideXlab platform.
-
the swiss business elite 1980 2000 how the changing composition of the elite explains the decline of the swiss Company Network
Economy and Society, 2012Co-Authors: Felix Bühlmann, Thomas David, Andre MachAbstract:In this paper we analyse the decline of the Swiss corporate Network between 1980 and 2000. We address the theoretical and methodological challenge of this transformation by the use of a combination of Network analysis and multiple correspondence analysis (MCA). Based on a sample of top managers of the 110 largest Swiss companies in 1980 and 2000 we show that, beyond an adjustment to structural pressure, an explanation of the decline of the Network has to include the strategies of the fractions of the business elites. We reveal that three factors contribute crucially to the decline of the Swiss corporate Network: the managerialization of industrial leaders, the marginalization of law degree holders and the influx of hardly connected foreign managers.
-
The Swiss business elite (1980–2000): how the changing composition of the elite explains the decline of the Swiss Company Network
Economy and Society, 2012Co-Authors: Felix Bühlmann, Thomas David, Andre MachAbstract:In this paper we analyse the decline of the Swiss corporate Network between 1980 and 2000. We address the theoretical and methodological challenge of this transformation by the use of a combination of Network analysis and multiple correspondence analysis (MCA). Based on a sample of top managers of the 110 largest Swiss companies in 1980 and 2000 we show that, beyond an adjustment to structural pressure, an explanation of the decline of the Network has to include the strategies of the fractions of the business elites. We reveal that three factors contribute crucially to the decline of the Swiss corporate Network: the managerialization of industrial leaders, the marginalization of law degree holders and the influx of hardly connected foreign managers.
-
the rise and decline of the swiss Company Network during the 20th century
2005Co-Authors: Thomas David, Gerhard Schnyder, Andre Mach, Martin LuepoldAbstract:In this paper, we trace the evolution of the Swiss Company Network during the 20th century. Based on interlock data for a sample of the 110 largest Swiss companies for seven assorted points in the century (1910, 1929, 1937, 1957, 1980, 1990 and 2000), we show that a (relatively) closely-meshed Network of interlocking directorates emerged in Switzerland in the early part of the century. Banks held a particularly central position in this Network. A second period, lasting from the 1930s up to the end of the 1980s - was marked by the relative stability and the further integration of the ties between Swiss companies. During the 1990s, however, an unraveling set in, changing the topography of the Network of interlocks considerably. Thus, banks moved away from their traditional pivotal position in the Network, and the overall density of the Network declined in a significant way. In our paper, we explain this evolution by linking it to the particularities of the economic and political context of the Swiss economy during the three periods we have identified, i.e. the formative phase (1910-1937), the period of stability (1938-1980) and the period of decline (1980-2000). Furthermore, we try to show that this development was but one aspect of a more general transformation by which the traditionally closed and insider-oriented Swiss corporate governance system moved toward a system that was more shareholder-oriented and increasingly accessible to foreigners.