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AbstractThis article investigates the sources of value creation in the exchange relationships between internationalizing Canadian small high‐technology firms and their various stakeholders. The paper reviews the concepts of exchange and value, and applies these concepts to small internationalizing high‐technology businesses. The data are based on semi‐structured interviews with 20 Canadian high‐technology small and medium‐sized enterprises (HTSMEs). The analysis shows that HTSMEs strive to attain internal and external efficiency. Efficiency, however, is a subset of Personalization, which consists of developing close relationships with dedicated partners in order to create sustainable value. This study demonstrates that value creation for HTSMEs is not only a matter of creating products at the cutting edge, but primarily of managing a constellation of relationships within evolving networks.RésuméLa présente étude recherche les sources de création de valeur dans les relations d'échange entre les petites entreprises canadiennes à haute technologie en voie d'internationalisation et les différentes parties prenantes. Elle passe en revue les concepts d'échange et de valeur qu'elle applique aux petites entreprises à haute technologie en voie d'internationalisation. Les données sont fondées sur des entretiens semi‐structurées réalisée auprès de 20 petites et moyennes entreprises canadiennes à haute technologie (HTSME). L'analyse montre que les HTSME recherchent laborieusement l'efficacité interne et externe. Mais cette efficacité est une sous‐variante de la Personnalisation qui consiste à développer des relations privilégiées avec des partenaires dévoués, afin de créer une valeur durable. Notre étude démontre que la création de valeur pour les HTSME n'est pas seulement synonyme de création de produit d'avantgarde. Elle signifie aussi et surtout gestion d'une constellation de relations dans des réseaux en évolution.

Abstract

This paper investigates the benefit of experiential knowledge acquired from overseas trade mission participation. Trade missions offer potential assistance to firms by providing less experienced exporters with relevant objective and experiential knowledge about targeted markets.
Findings from a UK study indicate that seasoned exporters benefit more from the scheme, where the activities offered before and during the visits are perceived as targeted more to their needs than less experienced firms. Implications for trade mission organizers and public policies are provided in terms of the way in which support may be changed to more directly benefit firms.

Copyright © 2004 John Wiley & Sons, Ltd.

There is limited research on similarities and differences in entrepreneurial experiences of first and second generation immigrant entrepreneurs. Using in-depth interviews with Lebanese entrepreneurs in two Canadian cities, we analyze how entrepreneurs belonging to two different generations of immigrants experience and enact opportunity identification and assessment, and business development and operation. The analysis shows that first and second generation immigrant entrepreneurs diverge in their views of macro-institutional structures (such as regulation), risk, trust, and the role of divine providence in the entrepreneurial venture. The findings highlight the importance of understanding how first generation immigrant entrepreneurs' past frames — developed in the pre-migration context — interact with the environment in the country of settlement in shaping entrepreneurial undertaking. The study also highlights second generation immigrant entrepreneurs' perceived similarities to and differences from mainstream entrepreneurs. Implications for research and policy are addressed.

Page couverture; Table des matières; Liste des tableaux; Liste des figures; Liste des encadrés; Préface; Avant-propos; Au sujet des auteurs; I: Introduction; II: Le développement durable des PME et leur contexte d'affaires; III: La contribution des PME à l'Économie nationale; IV: Les enjeux des PME en Roumanie; V: Les enjeux des PME au Congo Brazzaville; VI: Les enjeux de PME canadiennes spécifiques; VII: Comparaison des enjeux pour les PME du Sud et du Nord; VIII: Conclusion; Annexe : Questionnaire; Index.