دانلود مقاله بهبود عملکرد SME ها با مدیریت کلاسیک و کارآفرینانه برند
چکیده
کلید واژه ها
1. مقدمه
2. مبانی نظری و فرضیه ها
2.1. پیشینه نظری و چارچوب مفهومی
2.1.1. جهت گیری برند در بین المللی کردن SMEها
2.1.2. جهت گیری و عملکرد برند بین المللی
2.1.3. منطق تصمیم گیری در طول بین المللی شدن
2.1.4. تجربیات بین المللی
2.1.5. رویکردهای مدیریت برند بین المللی
2.2. توسعه مدل و فرضیه های تحقیق
2.2.1. اثر واسطه‌ای منطق تصمیم‌گیری علی در مدیریت برند بین‌المللی «کلاسیک».
2.2.2. اثر واسطه‌ای منطق تصمیم‌گیری مؤثر در مدیریت برند بین‌المللی «کارآفرینانه».
2.2.3. جهت گیری و عملکرد برند بین المللی
2.2.4. متغیرهای کنترل
3. مطالعه تجربی
3.1. طراحی، نمونه و رویه
3.2. معیارها
4. تجزیه و تحلیل
4.1. فرآیند تحلیل داده ها
4.1.1. پایایی داخلی و روایی همگرا
4.1.2. اعتبار تمایز
4.1.3. سوگیری روش رایج
4.1.4. سوگیری بدون پاسخ
4.1.5. ارتباط پیش بینی مدل ساختاری: کیفیت مدل نظری
4.1.6. آزمون اهمیت
4.2. نتایج
4.2.1. آزمایش فرضیه
4.2.2. متغیرهای کنترل
4.3. تجزیه و تحلیل بیشتر
5. بحث
5.1. خلاصه
5.2. مفاهیم نظری
5.3. مفاهیم مدیریتی
5.4. محدودیت ها و تحقیقات بیشتر
پیوست 1
منابع
Abstract
Keywords
1. Introduction
2. Theoretical foundation and hypotheses
2.1. Theoretical background and conceptual framework
2.1.1. Brand orientation in internationalising SMEs
2.1.2. International brand orientation and performance
2.1.3. Decision-making logic during internationalisation
2.1.4. International experiences
2.1.5. International brand management approaches
2.2. Development of the model of and research hypotheses
2.2.1. Mediating effect of causal decision-making logic in ‘classical’ international brand management
2.2.2. Mediating effect of effectual decision-making logic in ‘entrepreneurial’ international brand management
2.2.3. International brand orientation and performance
2.2.4. Control variables
3. Empirical study
3.1. Design, sample, and procedure
3.2. Measures
4. Analysis
4.1. Data analysis process
4.1.1. Internal reliability and convergent validity
4.1.2. Discriminant validity
4.1.3. Common method bias
4.1.4. Non-response bias
4.1.5. Structural model predictive relevance: quality of the theoretical model
4.1.6. Significance test
4.2. Results
4.2.1. Hypothesis testing
4.2.2. Control variables
4.3. Further analysis
5. Discussion
5.1. Summary
5.2. Theoretical implications
5.3. Managerial implications
5.4. Limitations and further research
Acknowledgement
Appendix 1
References
چکیده
تحقیقات در مورد اینکه چگونه تجارب بین‌المللی انباشته و سبک تصمیم‌گیری باعث بین‌المللی‌سازی SMEها به سمت جهت‌گیری برند می‌شود محدود است. مطالعه ما مدلی از فرآیند را بر اساس اصول مدیریت برند کلاسیک و کارآفرینانه به اضافه تجربه کاربردی شرکت و منطق تصمیم‌گیری ایجاد می‌کند. یک نظرسنجی آنلاین از 235 شرکت کوچک و متوسط در حال بین‌المللی شدن نشان داد که منطق تصمیم‌گیری اتخاذ شده، رابطه بین تجارب بین‌المللی انباشته و جهت‌گیری برند بین‌المللی را واسطه می‌کند. نتیجه می گیریم که مدیران و برنامه ریزان برای دستیابی به جهت گیری برند بین المللی قوی و عملکرد مالی برتر باید مناسب ترین رویکرد را برای مدیریت برند بین المللی انتخاب کنند که با تجربه موجود بین المللی ویژه شرکت مجاز است.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
Research is limited on how accumulated international experience and decision-making style propel internationalising SMEs toward brand orientation. Our study builds a model of the process on classical and entrepreneurial brand management principles plus the firm’s applied experience and decision-making logics. An online survey of 235 internationalising SMEs found that adopted decision-making logic mediated the relationship between cumulative international experience and international brand orientation. We conclude that managers and planners must select the most appropriate approach to international brand management permitted by available international firm-specific experience if they are to achieve strong international brand orientation and superior financial performance.
Introduction
Until now, the relevance of a strong brand orientation has been discussed predominantly in the context of large companies, operating mainly in a domestic context: for example Urde, Baumgarth and Merrilees (2013). We therefore lack empirically-derived knowledge of how to develop a strong brand orientation in the particular case of internationalising small and medium-sized enterprises (SMEs) facing challenges related to differing market conditions and customer value perceptions in international markets (Spyropoulou, Skarmeas & Katsikeas, 2011). Brand orientation is an ‘inside-out’ orientation (Urde et al., 2013), concerned with the internal relevance of the brand and how it is understood, which infuses all operations from strategic planning to tactical initiatives, including performance monitoring. For an internationalising SME, a strong brand orientation can be particularly important as it faces the liability of ‘foreignness’ that can hamper acceptability amongst its international partners and customers (Zahra, 2005). Such firms may furthermore be resource-constrained (De Jong, Zacharias & Nijssen, 2021), particularly when it comes to human resources, said to be an especially important antecedent of brand orientation (Huang & Tsai, 2013). A firm’s cumulative international experiences may also become a significant resource for SMEs with respect to developing their brand (Townsend, Yeniyurt & Talay, 2009).
Limitations and further research
Our sample was drawn from firms established in Finland, which has a small but open economy. Although we expect our results to benefit firms from other countries, especially those in a similar business setting, we suggest that studies could be conducted in other small and large countries to establish whether or not the results will hold in other environments. Future studies could also compare SMEs with larger firms and newly established start-ups that are in the process of internationalisation in order to determine if there are differences in the form of decisionmaking in relation to international brand orientation. Longitudinal research designs would furthermore permit investigation of the way in which and extent to which international brand orientation changes as an internationalising SME becomes larger or older. In addition, the effects of the combination of different resources, such as various cumulative experiences of a firm or its top management team, or the decisionmaking logics employed, could be a fruitful avenue for further research. It is also possible that the optimal combination of resources and/or decision-making logics will vary over time. Future studies should also make use of performance metrics other than those in our study (for instance, brand equity using data from branding consultancies and other sources) in order to identify the impact of international brand orientation from an outside perspective.
H1: Causal decision-making logic mediates the positive relationship between international marketing planning experience and the international brand orientation of internationalising SMEs.
H2: Effectual decision-making logic mediates the positive relationship between international entrepreneurial experience and the international brand orientation of internationalising SMEs.
H3: International brand orientation positively affects the financial performance of internationalising SMEs.