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Born Globals, Networks and Management
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL). (CTIM2)
2013 (English)In: The 16th Annual McGill International Entrepreneurship Conference: Researching New Frontiers: The Conference Program and Collection of Short Summaries, 2013, 103-103 p.Conference paper, Abstract (Other academic)
Abstract [en]

Many studies have been focusing the entrepreneur and the international market situation for the Born Global Company as parts of developing the company and its growth. Networks have also been studied over time but not so much value creating networks from an internal perspective in relation to the company’s management. Networks are important and can be used to “involve help in overcoming perceived barriers on cultural and regulatory issues, those associated with locating partners, plus other matters deemed important to specific management teams” (Crick, 2009, p. 466). Cooney (2009) found evidence of a positive relationship between entrepreneurial teams and high-growth firms.

This study will take its starting point in the conceptual framework of Andersson and Wictor (2003): The Entrepreneurs, Networks, Globalisation and Industry. The study will deepen especially the knowledge about networks and how the management works developing the company and making it profitable. The purpose of this paper is to investigate how value creating networks are used in Born Global companies and how management acts.

In this quality study data has been collected through a case study. For this a conceptual framework has been developed. How does the management work in Born Global Companies?

Results which were found, was that different networks were handled differently. Building a strong and profitable company is due to how you work with your core manufacturing, outsourcing and your strategic situations in the company, how you handle your suppliers and who is responsible in your management team. In this case they have built up strong and close relationships to the suppliers and have for strategic reasons taken over strategic equipment suppliers. The management has to be aware of and define what is core manufacturing and not. It may be the easiest way to outsource but is it the best in the long run? To compete you should build a strong local network and if possible automatize your core manufacturing. The CEO has to take his or her responsibility for strategic operative situations. To decide the different roles are important in the management team. The entrepreneur’s charismatic leadership is important for empowering the organisation and its acting and for creating interesting ‘value creating networks’. Theoretical implications may be to deepen this study even more in many more companies. To study the relation from the suppliers and the customers perspective would very interesting. Practical implications are for the management to be aware of how important the strategic questions are for the management to handle in an efficient way. The board members have to be aware of what they delegate of the core business so the CEO can work with distinct roles and to secure that networks are built for supporting a profitable development. This will be even more important in the future through the Chinese competition.

This is an on-going study and will be presented in a final paper.

Place, publisher, year, edition, pages
2013. 103-103 p.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hh:diva-24243OAI: oai:DiVA.org:hh-24243DiVA: diva2:682774
Conference
16th McGill International Entrepreneurship Conference, McGill University, Montreal, Canada, August 1-5, 2013
Funder
Knowledge Foundation
Available from: 2013-12-30 Created: 2013-12-30 Last updated: 2017-04-07Bibliographically approved

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Citation style
  • apa
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  • Other style
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Language
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