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Purpose – This paper aims to examine the dynamic process of knowledge creation of the international new venture (INV) through the interaction with network partners. The process of how INVs make use of external sources for the acquisition of international market knowledge is not well-understood. Design/methodology/approach – To uncover the dynamics of the knowledge creation process, the authors applied event-driven process research by following the internationalization process of four INVs in real time. More specifically, they adopted qualitative diary research combined with periodic follow-up interviews as the main data collection method. A visual mapping strategy was used for the analysis of the process data. Findings – The analysis shows that different pathways of knowledge acquisition through congenital learning, searching, vicarious learning and grafting interact with each other. Grafting and experiential learning alongside the partner lead to the acquisition of internationalization knowledge in particular. Knowledge sources for international market knowledge are proactively created by the entrepreneurs. The wider effectual stakeholder network constitutes an important source for international market knowledge. Research limitations/implications – The authors followed the early internationalization process of the case firm in real time over a 10-month period. This provides a limited window of observation. Future research might extend the observation period to examine further the evolutionary nature of the different learning types throughout the growth of the INV. The case firms operate in Internet-enabled businesses and are all located in the same country and city (i.e. Colombia and the city of Medellin). Future studies might focus on firms operating in different industries and geographical areas. Practical implications – Congenital technological knowledge is a prerequisite for internationalization. The entrepreneur, however, does not need to rely on congenital in

Este libro presenta una selección de casos de administración de empresas colombianas como Distrihogar, Ecopetrol, EPM, La Federación Nacional de Cafeteros, Inexmoda y New Stetic.

Purpose: The purpose of this paper is to illustrate how the perceived institutional environment of Colombian internationally operating small- and medium-sized enterprises (SMEs) in the software industry comes to determine their performance. Design/methodology/approach: The research applies regression modelling to a sample of 43 internationally operating Colombian SMEs in the software development industry, collected via an online survey. Findings: The results indicate that the normative dimension of the institutional environment comes to determine the export performance of the SMEs. Conversely, the cognitive and regulatory dimensions of the institutional forces do not have a significant effect. Research limitations/implications: The cross-sectional nature of the survey tool, the single industry and the single country context place limitations on the generalisability of the results across different industry and country contexts. Practical implications: The results highlight the need for entrepreneurship-friendly norms and values in the context of internationalising SMEs in Latin America. Governments should focus on the development and promotion of international entrepreneurs that inspire and serve as role models for other entrepreneurs rather than concentrate on the creation of regulatory frameworks and the provision of knowledge of how to start and manage risk for the internationalising SME. Originality/value: The study is one of the first to apply the Busenitz et al. (2000) scale on the institutional country profile to real entrepreneurs. Previous studies have mainly applied the framework to a sample of students or officers assigned to US embassies. Besides Renko et al.’s (2009) conference paper, ours is the first one that links the country institutional profile to the performance of internationalising software firms and, especially, in the context of a Latin American country. The study, therefore, attempts to contribute to a better understanding of how a country’s

We are not so interested in our home market [Colombia] because it is not very attractive related to profit and experience. Being in international markets provides us with more experience – experience regarding competitiveness. Our international market experience makes us look more attractive, more competitive. It is very different to do business with foreigners than with nationals. For instance, you have to deal with another language [English] and then there is the importance of punctuality. Here they are more relaxed concerning deadlines. The culture is very different. The learning we experience internationally definitely makes us more competitive. – Carlos Orozco, General Manager of Dewak, 2010 Introduction In February 2008, following the insolvency of their former employer (a small software company), Andres, Carlos, Daniel, Diego and Nicolas suddenly found themselves unemployed. They met for coffee in one of Medellín’s shopping malls to discuss their future careers. Considering their educational and professional backgrounds in systems engineering and informatics, they decided to focus on a software business. Andres, Carlos, Daniel, Diego and Nicolas started to work as a team of freelancers for Kayako customisation services. While working for their former employer, they had gained exposure to the open-source customer-support solutions of Kayako. Nevertheless, the business opportunity of customisation services for Kayako solutions was never exploited, due to the insolvency of their former firm. © Cambridge University Press 2013.

This article draws on the framework of the “global value chain” to describe local cluster development in the 3D -animation industry in Colombia. It is argued that the participation in global value chains can have a positive impact on cluster growth and...

Este caso de estudio muestra como cinco emprendedores jóvenes crearon una micro-empresa, llamada Dewak, en Colombia con el fin de comercializar sus servicios de personalización de software en el mercado global.

In this chapter, we report on transformations of an entrepreneurial firm during its internationalisation. We propose the use of a prediction/control framework to explain how an entrepreneurial firm gradually changes into a multinational corporation. During the processes of expansion the firm deploys different behaviours that indicate shifting mindsets from approaches that can be characterised as entrepreneurial to behaviours considered as managerial. Following a firm’s development from inception to its end as independent entity we discuss how the cross-roads between Entrepreneurship and International Business disciplines might create synergies beyond their own confines by establishing International Entrepreneurship as a meaningful field of study. © 2017 The Editor(s) (if applicable) and the Author(s).

The article provides an overview about the development of international business theory beginning with Hymer?s seminal contribution in 1960 and ending with a contribution by Engwall from 2006 that links institutionalization theory to the multinational...

Este libro presenta una selección de casos de administración de empresas colombianas como Distrihogar, Ecopetrol, EPM, La Federación Nacional de Cafeteros, Inexmoda y New Stetic.

Este libro presenta una selección de casos de administración de empresas colombianas como Distrihogar, Ecopetrol, EPM, La Federación Nacional de Cafeteros, Inexmoda y New Stetic.

The process of designing a business model is arduous, particularly when creating a digital platform aimed at disrupting a market that is used to operating in a non-digital manner. The leaders of Shipstra (www.shipstra.com), a transformative digital marketplace for the freight-forwarding and shipping sector, successfully met this challenge. The organization's lean start-up illustrates how entrepreneurs and managers of new ventures in tradition-bound industries can sidestep the pitfalls of building a business model for digital disruption. Underscoring the value of industry experience, attention to customer feedback, and personal relationships, it also sheds light on the conditions that make possible the rapid iterations essential to success in an ever-evolving digital environment. © 2019 Wiley Periodicals, Inc.

Previous studies have shown an equivalent pharmacokinetic profile between four-times-daily (4QD) and once-daily (QD) administration of intra-venous (IV) BU, without increased toxicity. We assess the impact of a switch in IV BU from a 4QD to a QD schedule, in terms of health-care organization, staff working conditions, quality of care dispensed and perceived patient comfort. Clinicians, nurses and pharmacists from nine allogeneic transplantation units in five European countries were interviewed face to face. Overall perception of QD versus 4QD BU was very positive. Both administration schemes were evaluated to be equally efficaciousZ. QD BU was perceived to be safer and more convenient. Clinicians and nurses perceived that patient comfort was improved, due to fewer complications associated with repeated infusions, and avoiding night infusions associated with stress, anxiety and decreased quality of sleep. Switching from 4QD to QD BU had a significant impact on health-care organization, with a better integration in the overall management and usual timelines in the pharmacies and transplantation units. Time spent to prepare and administer BU was significantly reduced, leading to potential financial savings that merit further assessment and would be of particular interest in the current economic climate.