An investigation into the use of collaborative ventures in the internationalization of high performing canadian SMEs
By: SPENCE, Martine M
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Contributor(s): MANNING, Linda M | CRICK, Dave.
Material type: 
ArticlePublisher: Dorchester : Elsevier, December 2008European Management Journal 26, 6, p. 412-428Abstract: This paper provides data involving the internationalisation strategies of high perfirming Canadian small and medium-sized enterprises (SMEs) with focus on issues associated with the management of collaborative ventures. Interviews with managers of award winning business suggests that a number of factors can be associated with the management of collaborative ventures in overseas markets. While common characteristics were identified and a model was proposed from the data, the findings nevertheless suggest that the effective performance of collaborative ventures is contingent on the circumstances facing particular management teams, highlighting the complexity of managerial decision making. The study uncovered behavior cntributing to collaborative ventures' success, that is both planned and unplanned. More specifically, vision and entrepreneurial managerial style should be considered as variable contributing to the performance of collaborative ventures. The findings suggest that the performance measures of such ventures should not only include both process and outcome measures tailored to partners' objectives but also include each company's commitment in the venture.
This paper provides data involving the internationalisation strategies of high perfirming Canadian small and medium-sized enterprises (SMEs) with focus on issues associated with the management of collaborative ventures. Interviews with managers of award winning business suggests that a number of factors can be associated with the management of collaborative ventures in overseas markets. While common characteristics were identified and a model was proposed from the data, the findings nevertheless suggest that the effective performance of collaborative ventures is contingent on the circumstances facing particular management teams, highlighting the complexity of managerial decision making. The study uncovered behavior cntributing to collaborative ventures' success, that is both planned and unplanned. More specifically, vision and entrepreneurial managerial style should be considered as variable contributing to the performance of collaborative ventures. The findings suggest that the performance measures of such ventures should not only include both process and outcome measures tailored to partners' objectives but also include each company's commitment in the venture.
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