Description
Book SynopsisThe international cast of authors in this important book explore how internationalizing small and medium sized enterprises (iSMEs) face major crises, such as COVID-19, and have managed them to reach a stable and desired state post-crisis. Chapter orientations vary from theoretical to empirical. Each focuses on issues related to a major crisis, and present already-deployed success strategies in 14 different country environments. The rich diversity of chapters offers a highly significant and timely contribution to the field.
This book consists of five parts. An introduction to the volume and an extensive literature review open the book and are followed in Part II by general, yet critical, topics such as firm capabilities, resources and orientations, which collectively influence how smaller firms perceive emerging, approaching or unfolding crises in their environments and how the national public policy as well as the evolution of the crisis affects them. Part III extends this discussion to look at digitization and ‘servitization’ for higher customer and market-orientation, supply chains and overall governance. Specific research-based examples of potent strategies by four internationalized SMEs in different industries and country environments fill out Part IV and the final part offers a view beyond the current crisis.
Scholars and students in entrepreneurship, international business and other related areas will find this very timely volume illuminating.
Table of ContentsContents: Preface xxx PART I INTRODUCTION AND LITERATURE REVIEW 1 Introduction to small and medium sized enterprises and the COVID-19 response 2 Hamid Etemad 2 A systematic literature review of crisis management in and by small and medium-sized enterprises 38 Aidin Salamzadeh and Léo Paul Dana PART II FIRMS’ CAPABILITIES, RESOURCES AND STRATEGIC RESPONSE TO PERCEIVED CRISIS WITHIN THEIR RESPECTIVE ENABLING AND CONSTRAINING ENVIRONMENTS 3 Resources, capabilities and crisis management in the SME 63 Gary Knight and S. Tamer Cavusgil 4 Kiwi ingenuity and a helping hand: how New Zealand’s SMEs are surviving the COVID-19 pandemic 83 Rod B. McNaughton and Deborah Shepherd 5 What policies support SMEs through the crisis? Financial and innovation support in Québec (Canada) 112 Diane-Gabrielle Tremblay and Nathalie Lachapelle 6 Micro-macro dynamics in navigating enduring crises: empirical illustrations in a volatile institutional context 138 Sofiane Baba, Taïeb Hafsi and Hind Ouguenoune PART III INTERNATIONAL, NATIONAL AND REGIONAL FIRMS’ CHOICES OF CORE STRATEGIES, INCLUDING FURTHER DIGITIZATION AND ‘SERVITIZATION’ 7 The relevance of digital dynamic capabilities and servitization in a crisis management context: building a business (re)modelling framework for non-digital international entrepreneurial ventures from the Spanish post-COVID-19 perspective 165 Andreu Blesa, Alex Rialp, Josep Rialp and Maria Ripollés 8 The COVID-19 crisis and Italian firms: digitalization, internationalization, and global value chain reconfiguration 199 Valerio Veglio and Rubina Romanello 9 Decision-making in Colombian B Corps during the COVID-19 crisis 223 Vinciane Servantie, Sebastian L. Schorch and Luz Elena Orozco Collazos 10 The COVID-19 pandemic and the intention to export: a study of small Brazilian entrepreneurial firms 252 Angela da Rocha, Clarice S. Kogut, Luiza Fonseca and Renato Cotta de Mello 11 The impact of COVID-19 on Malaysian SMEs and policy responses 273 Sedigheh Moghavvemi and Huda Mahmoud PART IV DEPLOYING INCREASED CUSTOMER AND MARKET ORIENTATION AND INNOVATIVE CUSTOMIZATION STRATEGIES FOR INTERNATIONAL GROWTH TO COUNTERACT POTENTIAL STAGNATION AND POSSIBLE DEMISE 12 Survival strategies of Finnish SMEs in the time of global crisis 291 Sami Saarenketo, Olli Kuivalainen, Lasse Torkkeli, Akseli Isotalo and Alexander Myers 13 The competitiveness of internationalizing SME suppliers during and after COVID-19 306 Yi Wang and Tage Koed Madsen 14 COVID-19 crisis challenges and responses: evidence from selected Greek SMEs 323 Pavlos Dimitratos and Panagiotis Kyriakopoulos 15 Customer-oriented manufacturing as a resilience strategy for Norwegian small international manufacturers 347 Ottar Bakås, Arild Aspelund and Øystein Moen PART V A WINDOW TO THE FUTURE: LEARNING FROM THE PAST AND EXPLORING IMPLICATIONS AND LESSONS OF PREVIOUS CHAPTERS 16 Averting or avoiding a crisis: innovate or decline 369 Sorin Cohn-Sfetcu, Hamed Motaghi and Julie Ricard 17 Learning from the past and exploring implications and lessons of previous chapters 395 Hamid Etemad Index
