<p>Internationalisation is today part of every firm’s reality and impossible to deny. Researchers have developed several models and theories concerning this topic describing firms internationalisation in terms of innovation models, behavioural-, sequential-, and learning processes. However, there is a lack of export research for small firms that are practically oriented towards a specific market. Small firms often lack the resources and time to investigate new markets. We have seen an empirically driven need for research about entry strategies due to a request from a Swedish design company.</p><p>The Japanese economy is the second largest in the world with a population interested in consumer goods such as design products and services. During the last years, the fascination for western cultures, Swedish design and lifestyle has grown. Due to this, it is interesting for small Swedish design firms to examine the Japanese market.</p><p>The purpose of the thesis is to empirically examine small Swedish design firms’ internationalisation process to Japan. Appropriate export entry strategies will be evaluated in order to find suitable suggestions for other design firms with similar characteristics that wish to expand to Japan.</p><p>To fulfil this purpose, a qualitative method with an orientation towards induction was used. Primary data was gathered by interviews with five Swedish design firms with experiences from Japanese market penetration. To approach the Japanese market and entry strategies from another perspective, complementary information and interviews were conducted with for example the manager at Swedish Trade Council Japan, and the founder of the agent association Japan Porten.</p><p>Internationalisation theories, export entry strategies, and theory about the Japanese market have also been presented. As a result of the theory chapter, research questions rose concerning what international entry strategy this type of companies should use. What entry mode and distribution channels are most appropriate, how should the marketing plan be composed and what other things should to be considered before a Japanese market entry? A cross-analysis was then made contrasting and comparing theory and empirical data in order to reach conclusions.</p><p>The conclusion gives suggestions about what steps small Swedish design firms should take after they have decided to enter Japan. We have found evidence during this research process that suggests them to use a direct entry mode, contracting an agent or distributor. To get in contact with business partners, the companies can participate in trade fairs or events, promote themselves through magazines, and take help from the Swedish Trade Council. Products should be slightly adjusted to the Japanese market, especially in terms of physical size and packaging materials that has to be flawless and professional. The price can be set higher than in Sweden and the company should position themselves as high quality producers. Swedish design, originality, and handicraft tradition should be promoted. Further, the Japanese business culture has to be respected, where negotiation manners, honesty and politeness should be considered. The companies also have to bear in mind that things take time in Japan and it is important to develop personal life-lasting relationships.</p>

<p>The Swedish town Kalmar suffered from economic cutbacks during the 1990’s and many local companies left the region resulting in a decrease in population. Local authorities therefore set goals of regional development and an economic turn was thought to come with foreign investments.</p><p>Fanerdun is one of the Chinese firms recently interested in investing in the Swedish market, more specifically in Kalmar. Its business idea is to build a convention centre where ap-proximately 1000 Chinese suppliers will sell light industry products to companies in the Baltic Sea region and Northern Europe.</p><p>The establishment process is of value to study since the economically strained Kalmar region managed to attract such a large investment and Fanerdun’s reasons behind its choice of location for the establishment are not apparent. The purpose of this thesis is to answer the questions why and how the convention centre was realised in Kalmar. Both given and cre-ated factors are taken into account.</p><p>To fulfil the purpose, a case study using a qualitative method with an abductive approach was used. Primary data was collected through interviews with different involved actors to give a complete picture from various perspectives. This approach is referred to as triangula-tion and was also present in the frame of reference. Three different theory fields; regional network, internationalisation and guanxi were appropriate to describe the complexity of the establishment process.</p><p>The conclusion includes the given and created factors that led to Fanerdun’s establishment in Kalmar. The given factors are; location in Europe and the Baltic Sea region, low corporate tax, low investment costs, infrastructure capabilities and small town advantage. From the analysis, created factors became clear. One common feature found to be a central factor was relationships between people, organisations and regions. From Kalmar’s perspective, the regional network anticipation explains why the establishment was realised. To answer how, the three developing regional networks; Changxing-Kalmar, Baltic Sea region and Kalmar region itself together played essential roles. From Fanerdun’s perspective, why and how Kalmar was chosen as location for its international establishment is interlinked. Different internationalisation drives were characterised by commitment, shared knowledge and mu-tual dependency between Fanerdun and Kalmar representatives. The presence of guanxi, a Chinese concept of relationship cultivation, was a specific aspect for the realisation of the convention centre.</p>

Dans un contexte de développement exponentiel des échanges mondiaux, la compétition internationale exerce une pression croissante sur les petites et moyennes entreprises, l'ouverture des marchés à la circulation de biens et services dessine de nombreuses opportunités de développement par le biais d'une internationalisation d'activité. L'objet de cette recherche est de déterminer si cette stratégie présente une justification économique pour la PME, et le cas échéant, de mettre en lumière les leviers à actionner afin d'optimiser cet axe de croissance. Ce travail se construit autour de trois axes. Le premier axe étudie des éléments théoriques portant sur le phénomène de mondialisation et sur les théories classiques et modernes du commerce international. Cette analyse offre la possibilité de mettre en lumière les interrelations entre le processus de globalisation, les conséquences de l'internationalisation des échanges et l'activité des petites moyennes entreprises. La seconde partie vise à analyser la position ainsi que les atouts et handicaps de la PME en terme d'internationalisation. Le but de cette étude est de compléter les travaux antérieurs en mettant en évidence des facteurs favorables à l'expansion internationale. Afin de mener à bien ces observations, deux études ont été réalisées. La première étude, qui porte sur des estimations de base de données comprenant 253 entreprises et 10 variables, permet une mise en évidence du rôle prépondérant joué par l'organisation spécifique à l'international et l'ouverture à la communication dans les capacité de l'entreprise à déployer son activité au-delà des frontières nationales. La seconde étude, fondée sur des estimations liées aux résultats de deux enquêtes réalisées auprès des PME, mesure l'importance du dynamisme et de l'ouverture du dirigeant ainsi que celle du niveau technologique de l'entreprise. Dans une troisième partie, enfin, nous poursuivons la réflexion sur les outils stratégiques permettant l'amorce d'une internationalisation optimisée. Les pistes poursuivies sont celles d'une analyse de la position stratégique à une dimension internationale, d'une détermination stratégique adaptée à la PME et de techniques accessibles concernant l'acquisition des compétences d'internationalisation. Le diagnostic tourné vers les marchés mondiaux doit aboutir à une stratégie de différenciation, de focalisation, de recentrage où encore de coopération compétitive ainsi qu'à un plan d'amélioration des insuffisances de la PME par la mise à contribution d'outils tels que l'apprentissage organisationnel ou encore l'alliance.

La recherche étudie l'internationalisation de la PME familiale à la lumière des théories de l'apprentissage organisationnel et du développement de la connaissance. Elle présente un objectif double :<br />1- Tout d'abord, elle cherche à décrire le processus d'internationalisation de la PME familiale et dégager ses particularités. <br />2- Ensuite, elle cherche à étudier l'influence des caractéristiques spécifiques de l'entreprise familiale (conservatisme, orientation indépendance et réseautage) sur son degré d'internationalisation. Cette influence s'exerce par le biais d'une variable centrale à savoir la connaissance d'internationalisation.

The business environment has been changing as it becomes easier to interact acrossboundaries with globalisation. One of the key elements of globalisation is the culturaldiversity resulting from the cross-cultural and ethnic interactions between individuals.This constant growing globalisation challenges small and medium-sized enterprises(SMEs) to interact with different cultural backgrounds in their foreign markets and withtheir local staff. This cultural diversity can bring both positive and negative outcomes toSMEs depending on how they approach these challenges.The purpose of our research is to discover the contribution of cultural diversity in theinternationalisation process of a Swedish SME, named CodeMill and to understand howthis contribution is ensured by this particular SME. Our research focuses on two specificcriteria of cultural diversity, which are expressed as (1) the individual's internationalexperience as an employee and (2) the SME's social network abroad. Our studyprovides them with practical contributions presented in a final framework, whichexplains how to take advantage of cultural diversity to enhance the positive outcomes ofit and strengthen their internationalisation process.A qualitative case study was conducted with CodeMill, a locally based InformationTechnology (IT). They fulfilled the principal requirements in terms of employees andyearly turnover in order to be categorised as an SME. Conducting seven semi -structured interviews in total, with people from different hierarchical levels and spheresenabled us to gain insights on how matters relating to cultural diversity are handled inCodeMill. Secondary Data served to confirm information we received from theinterviews and functioned as an additional source of information.The study proposes a framework that has been revised from the analysis of ourempirical findings. This framework is positioned within the field of Cultural DiversityManagement in an internationalisation context. The gathered findings implicate that thelevel of informational diversity, which needs to be used with a high synergy level,determines the importance of the contribution of cultural diversity. This can be ensuredvia three key elements: leadership, research &amp; measurement, and follow-up. Thecompany’s Entrepreneurial Orientation (EO), especially included the three investigateddimensions of innovativeness, proactiveness and risk-taking proved to be applied inCodeMill. They were considered to have a positive influence on the internationalisationprocess of the company. CodeMill enhances its internationalisation process thanks to sixcompetitive advantages ensuing from its level of cultural diversity. However its socialnetwork hinders the opportunities to enter new markets. We found proof that CodeMillbenefits strongly from connections at an organisational level (e.g. partner companies,international customers); whilst an individual’s international experience, gathered fromliving abroad or just having personal international contacts, did not significantlycontribute to the firm’s internationalisation.

Purpose – Previously, modularity has mainly been studied in a production context. This paper highlights the opportunities and challenges of a modular strategy in an internationalisation context. It identifies which module components become active when entering new markets and suggests a model for how a modular internationalisation architecture can be designed. Design/methodology/approach – Results from a single case study of a multinational corporation in the vehicle industry, where managers of different departments involved in the internationalisation process support the possibility to create a modular internationalisation architecture. Findings – The findings suggest that the most important opportunities arising from modularity when entering new markets are the clear structure and shorter time to market. The main challenges to overcome are the risk of loss of flexibility and the issues of designing a modular architecture. Based on the key components in the case firm, one initial project-based departmentalised matrix structure is designed which can also help overcome the issues of choosing between standardisation and adaptation. Practical implications – The modular internationalisation architecture may help managers in multinational corporations who are already working with modularity in production to also organise the internal structure of their internationalisation process. Originality/value – This study includes a new model for multinational corporations entering new markets – the modular internationalisation architecture – which makes it possible to structure processes depending on internationalisation factors. The model should be seen as an initial suggestion of how a modular internationalisation architecture can be designed, but it may need to be further developed and tested. Keywords – International business, Internationalisation strategy, Organisational structure, Modularity, Modular processes, Modules, Components Paper type – Master’s thesis

China’s status as the world’s top destination for foreign direct investment and the largest trading nation is likely to attract more international firms seeking market entrance, and increase the speed of expansion by those already present in the market. Its progress in reaching this point has been accompanied by significant changes in laws and regulations. This study sets out to understand the events of foreign market entry to emerging markets experiencing recurring changes in laws and regulations, and asks the research question: How may institutional change in the host market influence the market entry behaviour of the firm over time? Based on retrospective longitudinal case studies of DeLaval, Elekta and Höganäs from 1980 to 2010, the findings show that institutional change taking place in the host market plays a signal role that enables firms to recognise the availability and accessibility of market opportunity. Firms also make market commitment accordingly to capture the market opportunity recognised. Additionally, institutional change comes in different forms (transitional change and turbulent change), and plays out differently in various industries and at various points in time. They also have varying influences on market opportunity in terms of the source through which it is recognised (structural opportunity and relational opportunity), and the direction in which market commitment is made (commitment toward the host market, relationships, and organisational integration). Furthermore, depending on the point in time, the relations among institutional change, market opportunity, and market commitment may change. While a consistent level of institutional change encourages firms to recognise structural opportunity, the escalation of institutional change over time seems to influence firms to form stronger relationship commitment with local actors and leads to stronger recognition of relational opportunity. This study’s findings imply that recurring institutional changes in emerging markets have an overarching impact on foreign market entry of the firm, and needs to be understood from a long-term perspective. Foreign firms that have acquired experience in emerging markets over time face less of a threat from ongoing institutional changes. Actively engaging in the host market and remaining alert to information from various sources will enable firms to recognise market opportunity in emerging markets.

La présente étude démontre que l'entrepreneurship international, la gestion internationale et la gestion des entreprises de biotechnologie reposent sur une base multifactorielle en ce qui a trait aux entreprises de biotechnologie en santé humaine dans le domaine thérapeutique. Cette théorie multifactorielle de l'internationalisation s'appuie sur l'analyse de 430 accords technologiques répartis entre Montréal et Boston en tenant compte de trois fonctions, soit, la recherche et développement (R-D), la production et le marketing. Il est important de souligner que le tissu socioéconomique distingue les entreprises de Montréal de celles de Boston et module également les caractéristiques des entreprises et la nature des accords technologiques. La théorie multifactorielle tient compte des quatre mesures de l'internationalisation, soit la vitesse, le rythme, la diversité et l'intensité dûment associés aux trois fonctions et à la nature des accords technologiques. Les résultats de notre recherche mettent en lumière l'importance du tissu socioéconomique. Ainsi, la maturité des régions dans le domaine thérapeutique, les ressources humaines et financières disponibles, la proximité d'infrastructures de production et de multinationales, ainsi que l'homogénéité de la population influencent les caractéristiques des entreprises dont dépend l'élaboration d'accords technologiques à l'étranger. Alors que l'expérience précédente du dirigeant et l'obtention de capital de risque entraînent l'augmentation du nombre de brevets et d'employés, l'âge de l'entreprise affecte l'étape de développement de son produit le plus avancé et sa présence en Bourse. À Montréal, l'internationalisation s'inscrit dans le vécu des entreprises en matière de R-D pour parer à l'homogénéité du milieu socioéconomique, pour rechercher la complémentarité des ressources et des compétences. Ces entreprises utilisent particulièrement les achats de licences et les alliances de R-D à la fois avec des universités et avec de petites entreprises étrangères, principalement américaines. À Boston, le tissu socioéconomique permet aux entreprises de se développer à l'échelle nationale en offrant notamment une indépendance financière qui leur concède le privilège de choisir les accords les plus prometteurs, dont ceux avec de grandes corporations, et ce, au moment opportun. La proximité de multinationales favorise les liens et permet de restreindre leurs accords technologiques étrangers dont le rythme de ceux tout de même établis est plus rapide en raison de ce support. D'ailleurs, ces entreprises s'illustrent davantage sur la scène internationale pour le marketing. En fait. les accords de R-D avec des multinationales semblent se convertir en ventes de licences. Enfin, la documentation et la diflusion des apprentissages sur les procédures de formation des accords technologiques influencent la vitesse, le rythme et la diversité de l'internationalisation. Cependant, plus de dirigeants devraient mettre en place des mesures incitatives pour bénéficier de ces avantages. Bref, l'intégration des théories économiques et comportementales de la gestion internationale ainsi que des observations empiriques en entrepreneurship international dans une théorie multifactorielle permet une compréhension intégrée et globale du processus d'internationalisation des entreprises de biotechnologie thérapeutique. ______________________________________________________________________________ MOTS-CLÉS DE L’AUTEUR : Entrepreneurship international, Internationalisation, Accords technologiques, Biotechnologie.

Due to the globalisation of the corporate world, business and management education has to respond by internationalising itself in order to prepare young graduates for the employment market. This doctoral thesis examines how four small to medium sized business and management schools in France are reacting to an ever increasing globalisation process. Evidence suggests that these schools have been experiencing an increase in their internationalisation process at the dawn of the twenty-first century which can be considered as somewhat later than the more prestigious schools both in France and elsewhere. This is due to changing balance between the traditional rationales for internationalisation and also the emerging of new rationales such as customer satisfaction and survival. A case study approach was adopted to study four business schools in different regions of France, all of which were linked to and managed by the local Chamber of Commerce. The research reveals that the timing for this internationalisation process is due to several factors which have both pushed forward and prevented international development. Even when there is a clearly defined international strategy the development is not linear since the international strategy is only one strategy amongst others within the institution and at certain times other strategies may be more important and thus prevent international development. All four schools have clearly used alliances and networks to obtain the necessary resources to carry out their internationalisation; this is seen on an academic, economic and staffing levels. As regards approach, a clear pattern has emerged in all four schools observed in that they have adopted a transitional marginal approach where the internationalisation begins slowly from the outer or peripheral part of the institution and gradually moves inward to affect the institution as a whole. This approach has given rise to several outcomes that prove to be advantageous to the institution as a whole, such as an improvement in the quality of teaching, learning and research. This transitional marginal approach has also reduced the risk of the possible forces against change which are very often present especially in the world of higher education. However, the research suggests that this was not an intended outcome of the strategy but nevertheless it is seen as a possible recommendation for other organisations to take into consideration. The findings also reveal that in the future, this model may become circular or spiral in structure since one outcome related to internationalisation is the globalisation of the institutions themselves where they are beginning to be present in other countries. This again, is seen as a marginal activity.

Research has observed an ever-increasing emphasis which is placed on the international dimension in higher education. This thesis is particularly interested in the question, why internationalisation? It constitutes a case study of the rationales driving the national policies for the internationalisation of higher education in New Zealand, the findings of which are compared with those of the seven European countries (Austria, Germany, Greece, the Netherlands, Norway, Portugal and the United Kingdom) analysed as part of a recent European Union 5th Framework Programme project. The available research suggests that economic rationales increasingly drive internationalisation and the first phase of the above project reaffirmed that this was the case at the national level in those countries analysed. This thesis provides an opportunity to corroborate this research and assess whether the same is true in New Zealand. Above all, it intends to contribute to an improved conception of the phenomenon of increasing internationalisation in higher education from which informed discussion and critical debate about its future can take place.