Suchergebnisse

Motivating SMEs to cooperate and internationalize : a dynamic perspective : introduction / George Tesar -- Entrepreneurial action -- From small businesses to internationalized entrepreneurial ventures : some personal notes / Rolf A. Lundin -- Come to the northern side : we have a business model / Petri Ahokangas, Irina Atkova and Pia Hurmelinna-Laukkanen -- Managerial initiatives, internationalization and smaller manufacturing enterprises : perspectives and approaches / George Tesar -- Managerial aspects of SMEs -- Triggers of substantial business model innovation : lessons learned from Swedish SMEs / Vladimir Vanyushyn and Jan Abrahamsson -- Digitally enabled platforms : generating innovation and entrepreneurial opportunities for SMEs / Arnim Decker and Liliyana Makarova Jørsfeldt -- The role of auditing in banks risk assessment of SMEs : a literature review and new venues for future research / Giulia Giunti and Tobias Svanström -- Industrial networks development -- Nascent entrepreneurial teams managing in networks : mobilization, utilization and saturation / Thommie Burström, Jussi Harri and Timothy Wilson -- SME-MNE cooperation in a regional cluster / Zsuzsanna Vincze and Peter Zettinig -- Straight ahead or wandering through the woods? : decision-making in entrepreneurial internationalization / Niina Nummela, Leila Hurmerinta and Eriikka Paavilainen-Mäntymäki -- Internationalization -- Growth ambitions and internationalization among newly started small Swedish firms / Gert-Olof Boström, Karl Johan Bonnedahl and Lars Silver -- Internationalization of smes : family vs. nonfamily-owned firms / Hamid Moini and John Kuada -- Marketing mix decisions of traditionally internationalized firms vs born internationals / Jorma Larimo and Minnie Kontkanen -- Sourcing by born global firms / Per Servais and Erik S. Rasmussen -- Index

To reach the global sustainability goals, multinationals, regardless of origin, play a significant role. Given their market power and globally distributed operations, they have the position to either accelerate or inhibit sustainability changes. Knowledge about how corporate sustainability (CS) develops within internationalization strategies such as post-acquisition integration is, however, sparse. The purpose of this paper was to analyze and evaluate the development of CS strategies of originally distant companies within an international post-acquisition context. The paper drew on the resource-based view (RBV) to provide a holistically integrated framework for the systematic evaluation of CS strategies and applied the framework to a longitudinal in-depth case study. Findings indicated that long-term perspective, partnering approach and, emphases on learning positively influenced the integration process and the maturity level of the common corporate sustainability strategies. In contributing with an in-depth understanding of strategic CS integration within a post-acquisition case, the study generated implications for proactive management in similar post-acquisition contexts. While the focus of this paper was neither on the differences in legislations and regulations as influencing factors nor on the national and organizational culture and their impact on the integration of strategic CS, these are relevant areas of interest, and future research could consider incorporating those into the new evaluation framework

Purpose
– The purpose of this paper is to investigate the firm's role in the value creation process. In particular, after categorizing the activities that firms carry out to facilitate the creation of value, the "value space," an actionable framework within which different dimensions of value creation are integrated, is developed and discussed.


Design/methodology/approach
– The framework is built up on process theory, an in-depth review of the literature and a multiple case study carried out on 65 European firms in the furniture industry.


Findings
– The value space is both a practical and theoretically based framework which contributes to the development of a more holistic and "actionable" view on the role of firm in the value creation process; also it provides managers with a tool to support the analysis, management and innovation of the value creation process.


Originality/value
– The systematic categorization of firms' activities and their subsequent integration into a value creation framework are a missing piece in terms of understanding the value creation process carried out by firms. Also, by facilitating the analysis and innovation of the value creation process, the framework can be used to support both exploitative and explorative business process management.