Maureen Benson-Rea

Networks, Learning and the Lifecycle

This empirically-driven paper presents a conceptual framework relating the use of inter-organisational networks to learning, moderated by the firm and industry lifecycles. The data imply that the ability to fundamentally change network focus, which we have called network revolution, could enhance firm learning. This network-structure-process-learning nexus is explored by combining the entrepreneurial and industrial, marketing and purchasing (IMP) literatures. We suggest that bringing these two literatures together in this way will contribute to expanding the scope of network studies by focusing on the dynamic processes and learning outcomes of networks, both from an intentional (revolutionary) and from an emergent (evolutionary) perspective.

Country of origin branding: an integrative perspective

Purpose A new conceptualization of the process of country of origin (COO) branding based on fresh theoretical foundations is developed. This paper aims to provide a strategic perspective that integrates extant views of COO branding, based on identity and image, with a relational perspective based on a process approach to developing collective brand meaning. Design/methodology/approach A systematic review of the literature on COO branding and geographical indicators is undertaken, together with a review of contemporary research on branding. Our framework conceptualizes COO branding as an integrating process that aligns a network of relationships to co-create collective meaning for the brand’s value propositions. Findings An illustrative case study provides empirical evidence to support the new theoretical framework. Research limitations/implications Issues for further research include exploring and refining the theoretical framework in other research contexts and investigating broader issues about how COO branding influences self and collective interests in business relationships and industry networks. Practical implications Adopting a broadened perspective of COO branding enables managers to understand how identity and image are integrated with their business relationships in the context of developing collective brand meaning. Providing a sustained strategic advantage for all network actors, an integrated COO branding process extends beyond developing a distinctive identity and image. Originality/value Accepted consumer, product, firm and place level perspectives of COO branding are challenged by developing and verifying a new integrated conceptualization of branding.

Environmental upgrading of apparel firms in global value chains: Evidence from Sri Lanka:

Buyer firms in the apparel industry are using environmental standards to coordinate their global value chains (GVCs). In turn, supplier firms are complying with environmental standards as a way to increase their competitiveness. This article addresses the nascent gap in the GVC literature in relation to firm- and chain-level responses to environmental concerns, which enable apparel firms to upgrade. The article examines the drivers and conditions under which apparel firms embrace environmental upgrading in Sri Lanka. Findings suggest that GVCs represent both the drivers of environmental upgrading and the means by which to obtain the knowledge needed to upgrade particularly for firms in relational networks. The strategic intent and capability of the suppliers to assimilate the transfer of knowledge and upgrade are critical. However, upgrading does not necessarily yield higher profits for supplier firms. The incentive for upgraded firms to maintain their environmental performance is competitive advantage arising from reduced costs.

Branding as a dynamic capability: Strategic advantage from integrating meanings with identification

A new theoretical framework is developed to scrutinize the strategic advantage for branding. The theoretical framework applies both at the firm level, for the marketing of individual brands and corporate brands, and also to branding where a marketing agent plays a facilitating role within a community or industry. The framework presents branding as a dynamic capability held by a marketing agent within a market network. Two interrelated processes are involved: (i) managing brand identity and (ii) facilitating integration with the social processes that co-create brand meanings for buyers, sellers, and other actors. The social complexity of this dynamic capability makes the brand difficult to imitate and so provides a strong strategic advantage for the marketing organization. An agenda for future research is developed and the article concludes with theoretical and managerial implications.

Growing new MNEs in New Zealand: the FSA/CSAframework revisited

Abstract Purpose - This article aims to investigate how country location, as a source of country-specific advantage (CSA), and product innovation, as a source of firm-specific advantage (FSA), influence the international expansion of small and medium-sized enterprises (SMEs) and their growth to become multinational enterprises (MNEs). It also aims to confirm internalization theory by testing the applicability of an extant concept, the FSA/CSA framework for the international expansion of SMEs. Developed and empirically validated largely in the context of the MNE, this paper seeks to show how the framework can be applied in the context of SMEs that develop into MNEs. Design/methodology/approach - A qualitative approach is employed within a single industry setting using multiple cases. Propositions are formulated to explain the theorized relationships between innovation and the growth of SMEs in a sector which depends heavily on specific CSAs. Data were collected through semi-structured interviews and archival data, and are analyzed in data displays, tables and matrices. Findings - The article finds that location of the industry cases as a source of CSAs, and product innovation as a source of FSAs, are highly relevant for growing New Zealand SMEs into MNEs. The study applies internalization theory to the growth strategies of SMEs. Originality/value - This research combines extant theory and a specific context in order to analyze phenomena through a distinct conceptual lens. It confirms the CSA/FSA framework by applying it in a new empirical context. It can inform decision-makers in growing SMEs on the strategic and international implications of firm and location advantages. Keywords Firm-specific advantage, Country-specific advantage, Internalization theory, New Zealand, Small and medium-sized enterprises, International expansion, Product innovation

Enterprise diversity in the business of wine: what is a business case study?

Purpose – The purpose of this paper is to introduce the special issue of case studies in the enterprise diversity of wine business and to situate the wine business cases selected for this special issue, which feature a diversity of formats and approaches.Design/methodology/approach – Rigour and relevance underpinned the choice of case studies for this special issue. All of the cases are informed by theory, and all share a common concern with the understanding of wine business phenomena and origins in or links to practice.Findings – There is no consensus view on what a case is and what it is for in business research and teaching generally, and that this is appropriate given pluralistic approaches to teaching and research in the various business disciplines. Supporting this argument, the various types of cases encountered in the business literature are considered and an overview offered based on purpose, motivation, similarities and differences and common themes.Originality/value – Each of the wine business...

New Zealand wine: a model for other small industries?

New Zealand’s remarkable transformation from a wool and meat producer to a highly diversified economy is one of the more remarkable economic stories of the post-World War II period. Part of this diversification is tied to New Zealand’s development as a world-class wine producer, a remarkable feat given its small population. New Zealand’s institutional arrangements provide an example for other small agriculturally-based producers wishing to move to higher value-added production. To supplement the existing literature, mail surveys, phone and Skype interviews were carried out by the authors in spring and summer 2012. In addition, the authors held several informative discussions with local experts during the AAWE Conference in Stellenbosch in summer 2013. Experts came from academia, industry and government, as one would expect with a study on the Triple Helix model. Several agreed to review the document for factual accuracy, though the interpretations are solely those of the authors. While New Zealand’s institutions support the basic premise of the Triple Helix framework, that is, of the need for coordination of research, production and policy efforts, there are some important additional elements that are noteworthy for other small producers. Niche specialisation around a long-term strategy and a limited but strategic role for government are important, but the more remarkable feature is the ability to harness multinational investment towards local development. Yet, as we discuss, such approaches also carry with them their own vulnerabilities, requiring further strategy adjustments on the part of firms.

Environmental influences on the niche selection of rapidly internationalizing SMEs

An industry-focused multiple case study into rapidly internationalizing small and medium sized enterprises (SMEs) in a high technology sector investigated how these firms select niches and whether this was a consciously-planned selection. The study found that niches were selected as a path-dependent result of evolutionary processes influenced by the early customers won by the firm, sales channels, new equity relationships or competitors because these external actors either withdrew access to environmental resources or provided access to new resources. By directly addressing the impact of the environment on niche selection and specifically the impact of competitors on firm strategies, this paper highlights that other SMEs, rather than large firms, are the primary competitors of rapidly internationalizing SMEs, and that niche selection influences are the same regardless of whether an SME could be classified as an International New Venture or not.