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An investigation into the learning needs ofmanagers in internationalising small and medium-sized enterprises
ABSTRACT This paper is concerned with the learning needs of managers in SMEs that seek to become progressively international. A particular focus of attention is the informal learning practices that occur within the economic and social networks utilised by managers in this sector. Using both qualitative and quantitative approaches to data collection, the paper investigates the challenges perceived by managers engaged (or seeking to engage) in international activity. The results suggest three main areas of challenge: first, the early ‘pre-internationalisation’ stage, when decisions about ‘whether’, ‘where’ or ‘how’ to internationalise are taken; secondly, the development of longer-term planning processes and business systems to cope with the consequences of the initial internationalisation decision; thirdly, the challenge of regulatory issues and the need to secure payment and manage foreign intermediaries. Further areas of learning need, which depend on the significance of international business for the firm, are also indicated. Existing structures, cultures and approaches to management can be maintained for many SMEs that undertake some limited international activity. Where international business is a more important factor, however, managers need to develop cultural appreciation and empathy to underpin their expertise and consolidate their market position. Indeed, sustained international development may require a significant reorienting of the business, underpinned by management and organisational learning to develop an appropriate international ‘mind-set’ that supports the effective development of relationships with stakeholders in different countries.
MANAGERIAL AND POLICY IMPLICATIONS .
Management learning in SMEs frequently occurs in an informal and often unplanned way through a process of interaction within social and business networks. .
Decision makers are not fully aware of the different methods of internationalisation that they might consider when evaluating ‘whether’, ‘when’ and ‘how’ to internationalise. . State-provided services of advice and support for internationalising SMEs in the UK focus primarily on regulatory, technical and procedural issues. Although these issues are of crucial importance, managers learn how to manage them through their informal business networks. .
The transition from limited international engagement to a position whereby international business is a significant component of an SME’s activity requires a process of management and organisational learning to manage cross-cultural situations and to establish an international
‘mind-set’ within the company as a whole. This element of learning is unlikely to be anticipated during the initial stages of internationalisation and is not covered in the official support networks for SMEs. .
State-provided sources of advice and support are, therefore, of partial relevance for SMEs that wish to maintain only a limited level of international activity. .
Advice and guidance services would be better targeted on those SMEs that intend to achieve # 2001 MCB University Press, ISSN 1462–6004, 215–232 Journal of Small Business and Enterprise Development, Volume 8, Number 3 significant growth through internationalisation. Rather than the provision of technical skills and knowledge, the service offered should promote a process of re-ev本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。