The thrust of this project was to compare the obtained IQ scores between the Wechsler Intelligence Scales for Children-Revised Full Scale score at 120 and above of public school students who were in classes for "gifted and talented" with the scores obtained when the Leiter International Performance Scale was administered.

The purpose of this project was to compare IQ scores obtained using the Leiter International Performance Scale to those obtained using the Wechsler Intelligence Scale for Children-Revised (WISC-R).

Yes / Despite the growing research on the performance implications of technological and organizational innovation, our understanding of how they impact SMEs’ international performance is limited. Drawing from the dynamic capability and the institutional theories, this study argues that technological and organizational innovation has a synergistic effect on international performance and that this effect is contingent on unique domestic institutional factors. We test this model using structural equation modeling on a sample of 204 internationalized SMEs operating in Ghana. The findings from the analysis show that high levels of organizational and technological innovation jointly improve SMEs’ international performance. In addition, the results show that institutional environment specificity and institutional environment enforceability enhance the complementary effect of organizational and technological innovation on the international performance of SMEs. The theoretical and managerial implications of the findings are discussed.

Submitted by CARLA MARIA GOULART DE MORAES (carlagm) on 2015-04-01T15:00:00Z No. of bitstreams: 1 IlocirFuhrAdministracao.pdf: 829148 bytes, checksum: 4e50d0501a8e69360a7e711892d32a60 (MD5) / Made available in DSpace on 2015-04-01T15:00:00Z (GMT). No. of bitstreams: 1 IlocirFuhrAdministracao.pdf: 829148 bytes, checksum: 4e50d0501a8e69360a7e711892d32a60 (MD5) Previous issue date: 2011-03-24 / Banco Santander / Banespa / O objetivo do presente estudo foi pesquisar a relação existente entre estágios de envolvimento internacional e a performance internacional de empresas brasileiras. Assim, foi realizada ampla revisão de literatura contemplando aspectos atinentes à internacionalização de empresas, principalmente relacionados aos modelos de estágios de envolvimento internacional e performance internacional. Foi necessária a adaptação de um modelo de estágios de envolvimento e a escolha de uma escala para mensuração da performance internacional das empresas. O modelo teórico deste estudo compreendeu três hipóteses de pesquisa, as quais foram testadas numa amostra de 126 empresas brasileiras, localizadas no Rio Grande do Sul, um estado do Sul do Brasil, durante o segundo semestre de 2010. Sugeriu-se, baseado na literatura pesquisada, que as empresas avançam (ou até mesmo recuam) pelos estágios de envolvimento internacional conforme a complexidade da estratégia de internacionalização adotada e de acordo com sua dependência do faturamento internacional. Verificou-se, pelo presente estudo, que empresas que adotam estratégias de maior complexidade têm, em média, performance internacional superior. Além disso, esta pesquisa revelou que empresas que possuem maior dependência do faturamento internacional também têm, em média, performance internacional superior. Ainda, este estudo constatou, principalmente, que quanto maior o envolvimento internacional da empresa, maior será a sua performance internacional. Por fim, esta pesquisa também mostra outras conclusões relacionadas à internacionalização das empresas. / The objective of the present study was to investigate the existent relationship between international involvement stages and international performance of Brazilian companies. So, a wide literature review was accomplished contemplating aspects about the internationalization of the companies, mainly related to international involvement stage models and international performance. It was necessary to adapt an involvement stage model and to choose a scale for measuring the companies international performance. The theoretical model of this study comprehended three research hypotheses, which were tested in a sample of 126 Brazilian companies located in Rio Grande do Sul, a south Brazilian state, during the second semester of 2010. It was suggested, based on the researched literature, that companies advance (or even retreat) through the international involvement stages according to the internationalization complexity of the strategy and in agreement with its dependence on international revenue. It was verified, for the present study, that companies which adopt strategies of larger complexity have, on average, better international performance. Besides, this research revealed that companies which have larger dependence on international revenue also have, on average, better international performance. Still, this study verified, mainly, the higher the international involvement of the company, the greater will be its international performance. Finally, this research also shows other conclusions related to the internationalization of companies.

Como as empresas decidem e implantam estratégias de internacionalização, qual o valor adicionado e como avaliar consistentemente os resultados obtidos? Procurando responder essa questão, estuda-se o caso da gaúcha Artecola, empresa avançada em sua internacionalização. Descreve-se sua trajetória internacional e expõe-se o desempenho internacional registrado pela empresa, bem como os resultados identificados pelos seus dirigentes; coletados por meio de instrumento construído em formato BSC, considerando-se as características da internacionalização e os seus benefícios potenciais (Vantagens de Custo - VC, Benefícios de Rede - BR e Oportunidades de Aprendizado - AO). São identificados os padrões adotados segundo as teorias estudadas, da vertente econômica e da comportamental. Realiza-se discussão sobre a aplicabilidade dos indicadores de desempenho empregados. O processo divide-se em cinco fases e tem início com esporádicas exportações e uma postura reativa por parte da empresa na primeira fase (1963-1971), o que justifica a falta de registros do desempenho internacional. A empresa reconhece a necessidade de atualizar-se tecnologicamente através de parcerias com players internacionais avançados. Então, capacita-se a fim de viabilizar tais parcerias; além das OA, a empresa obtém VC em processos internos, conforme os resultados levantados pelos dirigentes (1972-1982). As primeiras parcerias são estabelecidas, e as vantagens de propriedade da Artecola são alavancadas na terceira fase (1983-1996). A busca por OA e VC (em processos internos) acaba na obtenção de BR e VC nos resultados financeiros. Novamente, os resultados são levantados através de relatos. A Artecola tem a sua expansão física iniciada concomitantemente à elaboração de seu primeiro planejamento estratégico. Centros de distribuição são inaugurados, e a internacionalização passa a integrar a Intenção Estratégica. A empresa reconhece mercados com vantagens de localização e percebe que suas vantagens de propriedade podem ser neles internalizadas. O controle do desempenho internacional apresenta seus primeiros registros. O compromisso de "ser referência na América Latina" traduz-se na perseguição por BR, obtidos com VC nos resultados financeiros, na quarta fase (1997-2001). A quinta fase se estende até 2008 e é marcada pela internalização das vantagens competitivas sob a forma de aquisições. As parcerias tecnológicas suportam a manutenção dessas vantagens. A compra de empresas locais permite rápido acesso ao mercado e ao conhecimento sobre ele. A Artecola reafirma a sua Intenção, que objetiva primordialmente os BR e as VC em resultados financeiros, atingidos com OA e levantados com maior número de registros da empresa, os quais parecem ter sua evolução atrelada ao grau de envolvimento da empresa em seu processo. O conjunto de indicadores objetivos e subjetivos empregados permite a identificação dos benefícios alcançados em cada fase, à exceção da primeira. Em termos de benefícios, o processo parece seguir seqüencialmente as relações de causa e efeito que interligam as perspectivas do BSC. Interpreta-se o processo de internacionalização como sustentado teoricamente pelo Paradigma Eclético - contudo, não se pode negar o Empreendedorismo Internacional nos seus primórdios e a presença de gradualismo durante todo o período estudado, com o aumento do nível de complexidade das atividades internacionais. Isso significa que uma teoria sozinha não dá conta de explicar o processo na íntegra satisfatoriamente. / How do companies decide and implement internationalization strategies, what is the added value and how to consistently evaluate the obtained results? In search of an answer, it is studied the case of Artecola, an internationalized company from Rio Grande do Sul. It is described its international trajectory and exposed the international performance registered by the company and the results identified by its directors; collected with a BSC-format instrument, build taking internationalization characteristics and potential benefits (Cost Advantages - CA, Network Benefits - NB and Learning Opportunities - LO) into consideration. The patterns adopted are identified according to behavioral and to economic theories. It is discussed the used indicators application. Artecola's internationalization process is divided into five phases and starts with sporadic exportations and a reactive corporate attitude (1963-1971) that justify the lack of international performance registration. Artecola realizes the need for technological updating by means of agreements with advanced international players. Then Artecola get restructured for making the alliances feasible; besides LO, the company obtains CA in internal-business-processes, as pointed out by the directors (1972-1982). The first alliances are formed and Artecola's ownership advantages are leveraged in the third phase (1983-1996). The search for LO and CA (in internal-business-processes) ends with acquisition of NB and CA in finance. Once again data comes from the directors' accounts. Artecola begins its physical expansion at the same time its first strategic planning is being established. Warehouses are open and internationalization becomes part of the Strategic Intention. Artecola recognizes location advantaged markets in which it can internalize its ownership advantages. International performance registration exhibits its first records. The intention of "being reference in Latin America" means a search for NB, obtained with CA in finance in the fourth phase (1997-2001). In the fifth phase (2002 on), Artecola internalizes its competitive advantages making acquisitions. Technological agreements hold the maintenance of these advantages up. Acquiring local companies allows Artecola to rapidly access the market and information on it. The company restates its Intention aiming principally NB and CA in finance, achieved with LO and identified with much more records that seem to have their evolution linked to Artecola's level of involvement in its own process. The objective and subjective indicators all together permit the identification of the achieved benefits in each phase but the first one. In terms of benefits, the process seems to sequentially follow the cause and effect relations that connect the BSC perspectives. It is interpreted that the process is supported by the Eclectic Paradigm - despite the existence of International Entrepreneurship in its beginning and the presence of increasing commitment and level of complexity in the international activities, which means that a theory cannot satisfactorily explain the whole process on its own.

Como as empresas decidem e implantam estratégias de internacionalização, qual o valor adicionado e como avaliar consistentemente os resultados obtidos? Procurando responder essa questão, estuda-se o caso da gaúcha Artecola, empresa avançada em sua internacionalização. Descreve-se sua trajetória internacional e expõe-se o desempenho internacional registrado pela empresa, bem como os resultados identificados pelos seus dirigentes; coletados por meio de instrumento construído em formato BSC, considerando-se as características da internacionalização e os seus benefícios potenciais (Vantagens de Custo - VC, Benefícios de Rede - BR e Oportunidades de Aprendizado - AO). São identificados os padrões adotados segundo as teorias estudadas, da vertente econômica e da comportamental. Realiza-se discussão sobre a aplicabilidade dos indicadores de desempenho empregados. O processo divide-se em cinco fases e tem início com esporádicas exportações e uma postura reativa por parte da empresa na primeira fase (1963-1971), o que justifica a falta de registros do desempenho internacional. A empresa reconhece a necessidade de atualizar-se tecnologicamente através de parcerias com players internacionais avançados. Então, capacita-se a fim de viabilizar tais parcerias; além das OA, a empresa obtém VC em processos internos, conforme os resultados levantados pelos dirigentes (1972-1982). As primeiras parcerias são estabelecidas, e as vantagens de propriedade da Artecola são alavancadas na terceira fase (1983-1996). A busca por OA e VC (em processos internos) acaba na obtenção de BR e VC nos resultados financeiros. Novamente, os resultados são levantados através de relatos. A Artecola tem a sua expansão física iniciada concomitantemente à elaboração de seu primeiro planejamento estratégico. Centros de distribuição são inaugurados, e a internacionalização passa a integrar a Intenção Estratégica. A empresa reconhece mercados com vantagens de localização e percebe que suas vantagens de propriedade podem ser neles internalizadas. O controle do desempenho internacional apresenta seus primeiros registros. O compromisso de "ser referência na América Latina" traduz-se na perseguição por BR, obtidos com VC nos resultados financeiros, na quarta fase (1997-2001). A quinta fase se estende até 2008 e é marcada pela internalização das vantagens competitivas sob a forma de aquisições. As parcerias tecnológicas suportam a manutenção dessas vantagens. A compra de empresas locais permite rápido acesso ao mercado e ao conhecimento sobre ele. A Artecola reafirma a sua Intenção, que objetiva primordialmente os BR e as VC em resultados financeiros, atingidos com OA e levantados com maior número de registros da empresa, os quais parecem ter sua evolução atrelada ao grau de envolvimento da empresa em seu processo. O conjunto de indicadores objetivos e subjetivos empregados permite a identificação dos benefícios alcançados em cada fase, à exceção da primeira. Em termos de benefícios, o processo parece seguir seqüencialmente as relações de causa e efeito que interligam as perspectivas do BSC. Interpreta-se o processo de internacionalização como sustentado teoricamente pelo Paradigma Eclético - contudo, não se pode negar o Empreendedorismo Internacional nos seus primórdios e a presença de gradualismo durante todo o período estudado, com o aumento do nível de complexidade das atividades internacionais. Isso significa que uma teoria sozinha não dá conta de explicar o processo na íntegra satisfatoriamente. / How do companies decide and implement internationalization strategies, what is the added value and how to consistently evaluate the obtained results? In search of an answer, it is studied the case of Artecola, an internationalized company from Rio Grande do Sul. It is described its international trajectory and exposed the international performance registered by the company and the results identified by its directors; collected with a BSC-format instrument, build taking internationalization characteristics and potential benefits (Cost Advantages - CA, Network Benefits - NB and Learning Opportunities - LO) into consideration. The patterns adopted are identified according to behavioral and to economic theories. It is discussed the used indicators application. Artecola's internationalization process is divided into five phases and starts with sporadic exportations and a reactive corporate attitude (1963-1971) that justify the lack of international performance registration. Artecola realizes the need for technological updating by means of agreements with advanced international players. Then Artecola get restructured for making the alliances feasible; besides LO, the company obtains CA in internal-business-processes, as pointed out by the directors (1972-1982). The first alliances are formed and Artecola's ownership advantages are leveraged in the third phase (1983-1996). The search for LO and CA (in internal-business-processes) ends with acquisition of NB and CA in finance. Once again data comes from the directors' accounts. Artecola begins its physical expansion at the same time its first strategic planning is being established. Warehouses are open and internationalization becomes part of the Strategic Intention. Artecola recognizes location advantaged markets in which it can internalize its ownership advantages. International performance registration exhibits its first records. The intention of "being reference in Latin America" means a search for NB, obtained with CA in finance in the fourth phase (1997-2001). In the fifth phase (2002 on), Artecola internalizes its competitive advantages making acquisitions. Technological agreements hold the maintenance of these advantages up. Acquiring local companies allows Artecola to rapidly access the market and information on it. The company restates its Intention aiming principally NB and CA in finance, achieved with LO and identified with much more records that seem to have their evolution linked to Artecola's level of involvement in its own process. The objective and subjective indicators all together permit the identification of the achieved benefits in each phase but the first one. In terms of benefits, the process seems to sequentially follow the cause and effect relations that connect the BSC perspectives. It is interpreted that the process is supported by the Eclectic Paradigm - despite the existence of International Entrepreneurship in its beginning and the presence of increasing commitment and level of complexity in the international activities, which means that a theory cannot satisfactorily explain the whole process on its own.

Made available in DSpace on 2014-12-17T13:51:38Z (GMT). No. of bitstreams: 1 LuciaFLGC_TESE.pdf: 4870475 bytes, checksum: dfca7515e099375c67099677c60dbeca (MD5) Previous issue date: 2014-04-16 / Universidade Federal do Rio Grande do Norte / The internationalization as an organizational phenomenon fundamentally strategic had as theoretical contributions some Schools that throughout the decades 60, 70, and 80 developed behavioral and economic approaches in order to explain the process. The behavioral approach deals with the perception of phenomenon as a gradual process from the perspective of the executives behavior (JOHANSON and VAHLNE, 1977; HALL?N and WIEDERSHEIM - PAUL, 1979; CZINKOTA, 1985). This phenomenon in permanent theoretical and managerial evolution made an opportunity to build this investigation, whose goal is to analyse the impact comes from organizational capabilities and the external environment on the international performance of exporting firms. For both, were used as theoretical basis two types of analysis for the comprehension of international performance: Strategic Management - Industrial Organization and Resource-Based View and International Businesses - Current Economic and Behavioral. It was made a cross-sectional survey-based explanatory research, including 150 exporting companies with operations in the Northeast of Brazil. A conceptual model was made with eight constructs and eight research hypotheses, representative of the effects of external factors on international performance. The data were processed using the Exploratory Factor Analysis and Structural Equation Modeling. The structural equations model was reespecified and estimated through the use of the maximum-likelihood method up to achieve adequated values of indexes of adjustment. As the main theoretical contribution, were identified organizational and physical resources which shows the importance of the management skills development, of the learning capability and capability to establish strategic alliances abroad. That because the knowledge, as the operational point of view as in its strategic application, offers to organization conditions of market positioning which can create opportunities sustainable competitive advantages and which impact the performance of international companies / A internacionaliza??o como fen?meno organizacional fundamentalmente estrat?gico teve como contribui??es te?ricas algumas escolas que, ao longo das d?cadas de 60, 70 e 80, desenvolveram abordagens comportamentais e econ?micas com o intuito de explicar esse processo. A abordagem comportamental trata da percep??o do fen?meno como processo gradual sob a perspectiva do comportamento dos executivos (JOHANSON e VAHLNE, 1977; HALL?N e WIEDERSHEIM-PAUL, 1979 CZINKOTA, 1985). Esse fen?meno em permanente evolu??o te?rica e gerencial oportunizou a constru??o desta investiga??o, cujo objetivo ? analisar o impacto decorrente das capacidades organizacionais e do ambiente externo sobre o desempenho internacional das empresas exportadoras. Para tanto, foram utilizadas como aporte te?rico duas linhas de an?lise para a compreens?o do desempenho internacional: Gest?o Estrat?gica - Organiza??o Industrial e Vis?o Baseada em Recursos e Neg?cios Internacionais - Correntes Econ?mica e Comportamental. Foi realizada uma pesquisa survey explanat?ria de corte transversal, incluindo 150 empresas exportadoras com atua??o no Nordeste do Brasil. Foi formulado um modelo conceitual, com oito constructos e oito hip?teses de pesquisa, representativo dos efeitos de fatores externos sobre o desempenho internacional. Os dados foram tratados aplicando a An?lise Fatorial Explorat?ria e a Modelagem de Equa??es Estruturais. O modelo de equa??es estruturais foi reespecificado e estimado utilizando o m?todo de M?xima Verossimilhan?a at? alcan?ar adequados valores dos ?ndices de ajustamento. Como principal contribui??o te?rica, identificou-se os recursos organizacionais e f?sicos que denotam a import?ncia do desenvolvimento de habilidades gerenciais, da capacidade de aprendizagem e da capacidade de estabelecer alian?as estrat?gicas no exterior. Isso porque o conhecimento, tanto do ponto de vista operacional como na sua aplica??o estrat?gica, oferece ? organiza??o condi??es de posicionamento no mercado que podem oportunizar vantagens competitivas sustent?veis e que impactam o desempenho internacional das empresas

Various types of business and social networks are discussed as crucial to overcome obstacles of internationalization in order to compensate insufficient findings related to the accessibility of resources through different types of networks. This knowledge is important to generate because resources are even considered to have positive impacts on international performance and growth of companies. Overcoming obstacles of internationalization is achieved through the sharing of various resources that are beneficial for internationalization processes. A web-based survey is conducted among companies operating in the health technology industry in order to gain additional insights related to the accessibility of resources through business networks, that are either self-established or founded by a third party, and social networks. Moreover, it is evaluated what type of resources improves the outcome of international performance and growth best. It is found that self-established business networks offer sufficient access to resources whereas third-party founded business networks and social networks provide only limited access. Financial resources are not provided through any of the discussed networks. However, especially smaller companies founded after the year 2000 profit from the accessibility of resources through networks. Moreover, market, reputational, human and physical resources are identified to have the most significant impact on the outcome of a company’s international performance. The size of the research sample does not allow any analysis related to the impact of resources on international growth. / Going Global - Innovative strategies for international growth

Small and Medium Enterprises (SMEs) occupy a place of strategic importance in most of the developed and emerging economies. This is primarily because they contribute significantly to employment, GDP, exports and wealth creation in many economies .In addition, they stimulate innovative ideas, entrepreneurial skills and are adaptable to the changing conditions of business environment. An important characteristic of SME growth in recent decades has been its penetration and expansion in the international market to accomplish the objective of growth. This is commonly known as internationalization. The empirical studies on SME internationalization provide several indications about different factors that can be expected to influence the strategy and the degree of internationalization. Accordingly, export behavior of SMEs is determined by the internal factors involving the characteristics of SMEs. Subsequently, SMEs with limited access to financial resources, managerial abilities, and marketing skills find it difficult to enter the foreign market. These barriers would adversely affect their potential for expansion and their survival. Such firms might hardly dare to internationalize. Further, export marketing literature has recognized and highlighted the importance of external determinants that influence the entrepreneurs to initiate the internationalization activity and in formulating the strategies that would enhance their export performance A significant volume of empirical research argues that firms need to focus upon the external situation, on the element of external forces, and on managerial perceptions about these environmental attributes that should be regarded as a significant causal element in determining the internationalization activities. Therefore, SMEs in their early export stages are likely to be determined by both internal and external forces In this respect, a “holistic” approach is required which would facilitate the understanding of the multitude of issues that influence the internationalization decision .Therefore, internationalization of SMEs has to be seen from a strategic angle determined by both internal and external settings. In this view, it is highly important to analyze the factors that affect the SME internationalization decision from a holistic approach by taking into account the influence of antecedents (drivers, barriers, and firm level factors) on internationalization strategy and performance. A consolidated assessment of literature on determinants, strategies, and performance indicates that even though considerable information about these issues are available, research gaps exist in these areas. Therefore, it is to fill this gap that we have proposed a theoretical framework which has been conceptualized around the core aspects of SME internationalization process linking antecedents, strategies, and performance. The specific objectives of this study are: 1. To ascertain the factors that differentiate internationalized SMEs from non-internationalized SMEs. 2. To identify and analyze the different antecedents and its influence on the internationalization speed. 3. To examine the influence of various antecedents on the mode of exports adopted by SMEs. 4. To probe the achievements of SME internationalization in terms of scope, degree of internationalization, and economic performance in terms of sales turnover. 5. To derive policy implications for promoting SME internationalization in India. Furthermore, we decided to confine our study to Karnataka state, since this is one of the better industrially developed states in India. Initially, we approached MSMEDI, VITC and FKCCI in Bangalore to get the lists of SME exporters in the state. Subsequently, we merged all the three databases and prepared the district-wise and industry wise distribution of internationalized (exporting) SMEs in Karnataka. We cleaned the raw data as it comprised duplications. The final database comprised 1271 exporting SMEs for 2012/13. Later, we prepared a district-wise list of SME exporters. Since the Bangalore urban district accounted for 958 SMEs (75%) of the total 1271 SME exporters in Karnataka, we decided to confine our study to Bangalore district. We prepared an industry-wise list of SME exporters (as per National Industrial Classification (NIC) 2008, and found that machinery manufacturing industry accounted for a maximum share (182 out of 920) of the total SME exporters in Bangalore. Therefore, we decided to confine our study to the machinery industry SMEs in Bangalore district. Bangalore is the capital of Karnataka state and a major industrial city in India. Bangalore has become a most attractive city for the global investment and has been recognized as the IT capital of India. The study is based on an Ex Post Facto Exploratory research using primary data collected from a sample of 102 exporting and 52 non-exporting SMEs in Bangalore. The data was collected during the period November 2013 to December 2014 using a semi-structured questionnaire followed by visiting the firms and having personal interviews with entrepreneurs/senior managers of the firms and data analysis is done using appropriate statistical packages. Initially, we decided to examine and differentiate internationalized SMEs from non-internationalized SMEs in same sector, in terms of their characteristics and economic performance. Further, to bring out the factors that distinguish internationalized SMEs from non-internationalized SMEs, we carried out a binary logistic regression analysis for their general profile, technical profile and size profile by combining all the three groups of profiles together. The dependent binary variables distinguished internationalized SMEs from non-internationalized SMEs. The overall results indicate that (i) non- internationalized firms are younger than internationalized SMEs, (ii) CEOs of internationalized SMEs are older than that of the later, (iii) internationalized SMEs accounted for a higher sales turnover than non-internationalized SMEs. The very fact that internationalized SMEs accounted for a higher sales turnover than non-internationalized SMEs indicated that internationalization would have enabled SMEs to achieve a higher sales turnover relative to non-internationalized SMEs. We analyzed a range of antecedents and its impact on the international strategies and performance of internationalized SMEs. Basically, the antecedents have been classified into drivers, barriers and firm level factors. For the quantitative measurement of different kinds of drivers and barriers, a Likert type ordinal scale which ranged from 1 to 5, was used. In addition, firm level factors were also taken into account as the antecedents to analyze its influence on the SME internationalization process. Further, an Exploratory Factor Analysis was first undertaken to explain the export drivers into a few underlying dimensions. The results of the Exploratory Factor Analysis showed that the 13 identified export drivers could be reduced to three underlying dimensions. On the other hand, firms might get discouraged to internationalize, due to the obstacles faced either in the form of internal or external sources. According to the results of the Exploratory Factor Analysis, internal barriers which consisted of variables were grouped under four dimensions. The external barriers which consisted of 14 variables were grouped under two dimensions. After identifying the different determinants to SMEs internationalization, we analyzed how these identified determinants were able to differentiate between early and late in terms of internationalization speed. Thereafter, discriminant analysis was performed to analyze how well the explanatory variables were able to differentiate the two groups or categories i.e. early entrants compared to late entrants. Among the different firm level factors, CEOs age and exclusive export marketing division had a significant discriminant coefficient. The results revealed that it is the younger CEOs and their commitment towards internationalization facilitate firms to enter the international market at any early age. Further, among the different barriers, competitive constraints significantly differed between early and late internationalization stating that lack of competitiveness was a major factor responsible for the late internationalization of SMEs. Subsequently, we looked at how various determining factors (antecedents) influence the mode of exports adopted by the SMEs. Firstly, based on the survey data the mode of exports are classified as exports through (i) a multinational company, (ii) international trade exhibitions, (iii) exports through the network of friends and export organization and (iv) E-commerce. Secondly, we looked at the factors which influenced these SMEs in choosing the four alternative modes of entry for internationalization, by means of binary logistic regression technique. Further, the results revealed that those SMEs with CEOs who are less qualified, not highly committed and smaller in size relied on local MNC customers to enter the international market. Further, if SMEs are not highly competitive, face market barriers and influenced by the unanticipated conditions preferred to use MNC route. Subsequently, SMEs with more qualified CEOs’, face operating constraints and policy barriers preferred to enter international market through international trade exhibitions. Those SMEs with CEOs’ who are younger and face finance and information barriers and policy constraints facilitate firms to depend on various sources of network. Finally, SMEs with more qualified CEOs’, smaller in size and face policy barriers have entered the international market through E-commerce route. Finally, we analyzed the role of determining factors on the scope, degree of internationalization and on the economic performance of SMEs. Initially, the different determinants that influence the scope and the degree of internationalization are analyzed. Finally, we analyzed the impact of degree of internationalization on the economic performance of SMEs by using three multiple regression models. Among the firm level factors, only CEOs’ international experience positively influenced the scope of internationalization compared to those firms with CEOs who had lesser international experience. Therefore, it is the entrepreneurs’ competency and skills acquired over a period of time which facilitated firms to expand their scope of internationalization. Subsequently, internationalization speed had positively influenced the scope of internationalization indicating that those SMEs that had entered the international market at an early age were able to diversify its international market. Generally, early exporters were more entrepreneurial in the sense they were capable of identifying, exploring and exploiting opportunities abroad by means of their proactive behavior. We analyzed the influence of speed, scope of internationalization and along with the firm level factors on the degree of internationalization. The results revealed that it was the capabilities that were acquired in terms of experience and the commitment that facilitated firms to achieve a higher degree of internationalization compared to firms that were not capable and committed to internationalization. Further, internationalization speed had positively influenced the degree of internationalization indicating that those SMEs that had entered international market at an early age were able to achieve a higher degree of internationalization compared to those firms that had entered at a later age. Finally, we analyzed the influence of scope and degree of internationalization along with the antecedents on the economic performance in terms of total sales turnover. In the present study, the degree of internationalization had positively influenced the economic performance of SMEs indicating that those firms that had achieved a higher degree of internationalization were able to achieve higher sales turnover than the firms with a lesser degree of internationalization. Therefore, by means of widening foreign markets and building room for expansion, exporting to foreign markets was considered an important route for firm progress. The results of this study underline the need for policy trust to improve the international activities of SMEs. Further, from the research perspective, results provide a significant addition to the existing knowledge about the importance of entrepreneurial competency, commitment to internationalization and an appropriate strategy in explaining the internationalization efforts of SMEs in the emerging market of India.

Como as empresas decidem e implantam estratégias de internacionalização, qual o valor adicionado e como avaliar consistentemente os resultados obtidos? Procurando responder essa questão, estuda-se o caso da gaúcha Artecola, empresa avançada em sua internacionalização. Descreve-se sua trajetória internacional e expõe-se o desempenho internacional registrado pela empresa, bem como os resultados identificados pelos seus dirigentes; coletados por meio de instrumento construído em formato BSC, considerando-se as características da internacionalização e os seus benefícios potenciais (Vantagens de Custo - VC, Benefícios de Rede - BR e Oportunidades de Aprendizado - AO). São identificados os padrões adotados segundo as teorias estudadas, da vertente econômica e da comportamental. Realiza-se discussão sobre a aplicabilidade dos indicadores de desempenho empregados. O processo divide-se em cinco fases e tem início com esporádicas exportações e uma postura reativa por parte da empresa na primeira fase (1963-1971), o que justifica a falta de registros do desempenho internacional. A empresa reconhece a necessidade de atualizar-se tecnologicamente através de parcerias com players internacionais avançados. Então, capacita-se a fim de viabilizar tais parcerias; além das OA, a empresa obtém VC em processos internos, conforme os resultados levantados pelos dirigentes (1972-1982). As primeiras parcerias são estabelecidas, e as vantagens de propriedade da Artecola são alavancadas na terceira fase (1983-1996). A busca por OA e VC (em processos internos) acaba na obtenção de BR e VC nos resultados financeiros. Novamente, os resultados são levantados através de relatos. A Artecola tem a sua expansão física iniciada concomitantemente à elaboração de seu primeiro planejamento estratégico. Centros de distribuição são inaugurados, e a internacionalização passa a integrar a Intenção Estratégica. A empresa reconhece mercados com vantagens de localização e percebe que suas vantagens de propriedade podem ser neles internalizadas. O controle do desempenho internacional apresenta seus primeiros registros. O compromisso de "ser referência na América Latina" traduz-se na perseguição por BR, obtidos com VC nos resultados financeiros, na quarta fase (1997-2001). A quinta fase se estende até 2008 e é marcada pela internalização das vantagens competitivas sob a forma de aquisições. As parcerias tecnológicas suportam a manutenção dessas vantagens. A compra de empresas locais permite rápido acesso ao mercado e ao conhecimento sobre ele. A Artecola reafirma a sua Intenção, que objetiva primordialmente os BR e as VC em resultados financeiros, atingidos com OA e levantados com maior número de registros da empresa, os quais parecem ter sua evolução atrelada ao grau de envolvimento da empresa em seu processo. O conjunto de indicadores objetivos e subjetivos empregados permite a identificação dos benefícios alcançados em cada fase, à exceção da primeira. Em termos de benefícios, o processo parece seguir seqüencialmente as relações de causa e efeito que interligam as perspectivas do BSC. Interpreta-se o processo de internacionalização como sustentado teoricamente pelo Paradigma Eclético - contudo, não se pode negar o Empreendedorismo Internacional nos seus primórdios e a presença de gradualismo durante todo o período estudado, com o aumento do nível de complexidade das atividades internacionais. Isso significa que uma teoria sozinha não dá conta de explicar o processo na íntegra satisfatoriamente. / How do companies decide and implement internationalization strategies, what is the added value and how to consistently evaluate the obtained results? In search of an answer, it is studied the case of Artecola, an internationalized company from Rio Grande do Sul. It is described its international trajectory and exposed the international performance registered by the company and the results identified by its directors; collected with a BSC-format instrument, build taking internationalization characteristics and potential benefits (Cost Advantages - CA, Network Benefits - NB and Learning Opportunities - LO) into consideration. The patterns adopted are identified according to behavioral and to economic theories. It is discussed the used indicators application. Artecola's internationalization process is divided into five phases and starts with sporadic exportations and a reactive corporate attitude (1963-1971) that justify the lack of international performance registration. Artecola realizes the need for technological updating by means of agreements with advanced international players. Then Artecola get restructured for making the alliances feasible; besides LO, the company obtains CA in internal-business-processes, as pointed out by the directors (1972-1982). The first alliances are formed and Artecola's ownership advantages are leveraged in the third phase (1983-1996). The search for LO and CA (in internal-business-processes) ends with acquisition of NB and CA in finance. Once again data comes from the directors' accounts. Artecola begins its physical expansion at the same time its first strategic planning is being established. Warehouses are open and internationalization becomes part of the Strategic Intention. Artecola recognizes location advantaged markets in which it can internalize its ownership advantages. International performance registration exhibits its first records. The intention of "being reference in Latin America" means a search for NB, obtained with CA in finance in the fourth phase (1997-2001). In the fifth phase (2002 on), Artecola internalizes its competitive advantages making acquisitions. Technological agreements hold the maintenance of these advantages up. Acquiring local companies allows Artecola to rapidly access the market and information on it. The company restates its Intention aiming principally NB and CA in finance, achieved with LO and identified with much more records that seem to have their evolution linked to Artecola's level of involvement in its own process. The objective and subjective indicators all together permit the identification of the achieved benefits in each phase but the first one. In terms of benefits, the process seems to sequentially follow the cause and effect relations that connect the BSC perspectives. It is interpreted that the process is supported by the Eclectic Paradigm - despite the existence of International Entrepreneurship in its beginning and the presence of increasing commitment and level of complexity in the international activities, which means that a theory cannot satisfactorily explain the whole process on its own.