An investigation into the learning needs ofmanagers in internationalising small and medium-sized enterprises [6]
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关键词:learning needs of managers internationalising small and medium-sized enterprises
erman, 1984). This phase identified some important factors in the internationalisation process and established a context from which more detailed investigations could be undertaken.
The issues relating to management learning in smaller businesses were explored through a case study approach. This phase of the research aimed to identify the different variables, factors and issues faced by managers as they learn to adapt and interact in an increasingly international environment (Romano, 1989; Salama, 1992). In collaboration with the Export Development Counsellor of Business Link, Northamptonshire, 1,000 firms employing fewer than 100 staff were invited to a seminar entitled ‘Successful Business Overseas’. Managers Internationalising SMEs
218 Journal of Small Business and Enterprise Development from 17 firms attended this seminar, and six companies agreed to participate in the case study phase of the research. These six organisations have been trading for between seven and 45 years and employ between 15 and 47 staff. They represent a range of different business sectors and their annual turnover ranges from £600,000 to £4m. Some of the organisations are involved in a limited amount of international activity while others secure 40–60 per cent of turnover from overseas involvement, principally subsidiaries, distribution agents or export. A summary of the key organisational features of the companies is shown in Table 1. The procedure for obtaining case study data was as follows. First, semi-structured interviews, focusing on the management challenges, the learning needs of managers, and the ways in which these needs were met, were undertaken with the owner manager of the firm. (See Appendix 1) Secondly, company documents relating to the implementation of international activity and the strategic and marketing activities of the firm were collected. Thirdly, company tours were undertaken to facilitate observation of less tangible aspects of the organisation, notably the culture and values of the organisation and its approaches to management. Fourthly, in order to capture routine aspects of the international experience of the firm, another member of the company was asked to complete a series of diary sheets to record their reflections on critical incidents during the previous few weeks (Coffee and Atkinson, 1996). The provision of a summary report to each company was used to check the factual accuracy of the data collected. Data analysis from this stage of the project involved a comparing and matching process that built on, and sought to amplify, the themes that had been identified in the initial phase (Yin, 1994). In the third phase of the research programme, a postal questionnaire was devised, which incorpo-
Table 1: Case study organisations Case study % Turnover Characterisation Regional market Types of comp. from overseas involvement international activity F 5 Company is considering, but not committed to, a strategy of entry to overseas markets. Western Europe, Africa Export, distribution agents C 5 Company is considering, but not committed to, a strategy of entry to overseas markets. Africa Export, distribution agents B 10 Company is more systematic in organising activities in new areas but is still searching for the best way to proceed. Western Europe Export, distribution agents D 10 Company is more systematic in organising activities in new areas but is still searching for the best way to proceed. Western Europe Expor
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