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Title: Post-entry exporting turnaround : phenomenon-driven research among Chinese SMEs
Author: Yu, Honglan
Awarding Body: University of Glasgow
Current Institution: University of Glasgow
Date of Award: 2019
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This research explores factors contributing to the success of the export turnaround in post-entry internationalisation. When extending the temporal context to later internationalisation, complex forms of the internationalisation process have also been identified, such as acceleration, deceleration, and other nonlinear patterns. Based on a summary of existing research gaps in the internationalisation speed, international learning, and business turnaround literatures, the study aims at explaining exporting turnaround which has been given insufficient emphasis by existing researchers. Export turnaround, a new phenomenon in academic research, is defined as a process showing export slowdown first and then export acceleration. The research aims to fill the gap consisting of how and why firms can successfully turn around their export slowdown. A qualitative case study method aiming at building a theoretical framework to explain how and why firms can turn around their export deceleration is used with a positivist approach. Eleven cases of Chinese SMEs are selected, based on theoretical sampling criteria. Qualitative data are continually compared within each case over time and across cases with opposite outcomes. Strategic misfit is found to be the main cause of export slowdown. A successful export turnaround is often associated with the temporal dimensions of responses: the earliness of responses to the problem, planning long-term growth turnaround strategies, and a slow and regular manner of implementation are all associated with turnaround success. More importantly, changes in organisational learning are often the prerequisites of the export turnaround responses: adding more external sources of knowledge, using decentralised information distribution, and an integrated information interpretation contribute to the above export turnaround responses. This research contributes to business turnaround theory. Short-term turnaround strategies such as retrenchment and repositioning actions are not as important as prior literature suggests. Retrenchment and repositioning actions are more likely to be outcomes of the export turnaround than the causes of export turnaround success. The importance of other turnaround responses are highlighted in this study. This research also contributes to the international learning literature as it links organisational learning and strategic turnaround.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
Keywords: HD28 Management. Industrial Management