Colin Campbell-Hunt

A Strategic Approach to Internationalization: A Traditional Versus a “Born-Global” Approach

This article is based on a study of 16 in-depth case histories of New Zealand firms. It uses both the traditional and the “born-global” approaches as a framework to study the internationalization processes of the firms. The authors use the histories to conduct a systematic analysis of the extent to which firms that might be categorized as following a traditional or born-global internationalization path differ in the strategies they have used and in their prior motivations and capabilities. The main findings are that many attributes of the born-global model also characterize firms that began their internationalization along traditional lines but were radically transformed in the process of achieving global reach. This study identifies the consequences of rapid international growth, referred to as “the gusher,” among these firms and the destabilizing effects of the experience as the firm is taken in unexpected directions. The authors conclude that the born-global model has much in common with the internationalization of small entrepreneurial firms and that its most distinctive elements lie in the models relevance to an increasingly globalized world economy and in the more aggressive learning strategies that are required to follow this path.

What have we learned about generic competitive strategy? A meta‐analysis

The dominant paradigm of competitive strategy is now nearly two decades old, but it has proved difficult to assess its adequacy as a descriptive system, or progress its propositions about the performance consequences of different strategic designs. It is argued that this is due to an inability to compare and cumulate empirical work in the field. A meta‐analytic procedure is proposed by which the empirical record can be aggregated. Results suggest that, although cost and differentiation do act as high‐level discriminators of competitive strategy designs, the paradigm’s descriptions of competitive strategy should be enhanced, and that its theoretical proposition on the performance of designs has yet to be supported. A considerable agenda for further work suggests that competitive strategy research should recover something of its former salience. Copyright

Paths to internationalisation among small‐ to medium‐sized firms

The internationalisation of small‐ to medium‐sized enterprises (SMEs) is considered in the context of the overall configuration of strategy in these firms. This paper is based on in‐depth case studies of the internationalisation path of ten small‐ to medium‐sized manufacturing firms in New Zealand. Two distinct paths are identified, one of global, the other of regional scope. These are argued to be the product of two distinct configurations of strategy, requiring different choices in product and market scope, mode of market development, and location of manufacturing. The patterns of internationalisation produced by these configurations are in some respects at variance with the predictions of stages models of internationalisation derived from larger enterprises and economies. The influence of these configurations and the characteristics of SMEs in particular those of the decision maker on the pace of internationalisation are also considered. A conceptual model is developed from the findings of this study by integrating internationalisation theories and SME characteristics.

USING MULTIPLE PARADIGM RESEARCH METHODOLOGIES TO GAIN NEW INSIGHTS INTO ENTREPRENEURIAL MOTIVATIONS

Much of the extant entrepreneurship research has focused on studying the field using positivist research methodologies and little attention has been paid to interpretive methodologies or the use of multiple paradigms. The focus of the paper is on illustrating how we applied a multiple paradigm research methodology to an existing research problem. Specifically, the research was concerned with gender differences in motivations for becoming an entrepreneur. We explain how a multiple paradigm research methodology enabled us to gain new insights into an aspect of entrepreneurship where results of the prior research were not only contradictory, but also lacked a focus on theoretical development. Our research process involved two phases. First, a mail survey which was designed to replicate existing studies was administered to 289 entrepreneurs. The second phase involved in-depth face-to-face interviews with 50 entrepreneurs (25 men and 25 women) who responded to the mail survey. Theoretical contributions regarding entrepreneurial motivation are detailed, as are some more general implications of using multiple paradigm research methodologies in other entrepreneurship and organizational research.

How SMEs use trade shows to enter global value chains

Purpose – By examining SMEs’ participation in trade fairs as a way to establish network relationships within a global value chain (GVC), the purpose of this paper is to offer one example of the steps used to reach this goal. Design/methodology/approach – The study uses a priori deductions derived from prior literature and case analysis of a purposive sample of six New Zealand SMEs to develop propositions on the use of trade fairs to enter a GVC network. The authors use the typology of GVC governance developed by Gereffi et al. (2005) to investigate how the use of trade fairs varies for each governance type. Findings – The study concludes that international trade fairs offer great network-building possibilities for SMEs, as well as selling, promotion and information gathering benefits. Both theoretical argument and experiential evidence suggest that these benefits are contingent on the GVC’s governance type. Originality/value – Although there is extensive work on the importance of networks to SME internati...

The evolution of competitive capability: a cognition and complex systems perspective

Abstract This paper explores the ability of four theoretical perspectives on cognition to interpret the evolution of competitive capability in a purposive sample of exemplar firms. Interpretations predicated on managers guiding the flow of events using cognitivist, goal-directed processes are shown to be limited. More satisfactory accounts are achieved when evolution is viewed as the product of complex system dynamics.

Interview with John Hood, Vice Chancellor, Auckland University

In late 2004 a New Zealander, John Hood, will become the first external appointment to head Oxford University in its 900-year history. Napier-born and raised, Dr Hood studied engineering at Auckland University where he took his doctorate in 1976. He then took up a Rhodes scholarship at Oxford, where he added an MPhil in management and played cricket for the University. These two universities continue to command a special place in his affections. A 19-year career in industry with Fletcher Challenge – at the time New Zealands largest corporation – took him to senior group responsibilities as CEO of Fletcher Challenge Paper. In 1999, he took on his present role as Vice Chancellor of Auckland University. His record there of innovative and dynamic leadership has surely been instrumental in attracting the attention of his other alma mater, and in attracting him back to Oxford.