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GLOBAL MINDSETS AND INTERNATIONALIZATON OF R&D INTENSIVE SMEs: A MULTIPLE CASE STUDY FROM TURKEY

Yıl 2019, Cilt: 7 Sayı: 2, 275 - 312, 30.08.2019
https://doi.org/10.22139/jobs.558875

Öz

The main purpose of this study is to explore the role
of the Global Mindset on the internationalization of Turkish small and
medium-sized enterprises (SMEs). Although the studies on the relationship
between global mindset and internationalization have predominantly focused on
large enterprises as the primary unit of analysis (eg Bartlett and Ghoshal,
1989; Adler and Bartholomew, 1992; Harvey and Novicevic, 2001; Begley and Boyd,
2003; Beechler et al. 2004, Bouquet, 2005; Levy et al. 2007; Javidan and Bowen,
2013), in recent years, there has been a growing interest on the relationship
between global mindset of SMEs and their internationalization behavior (eg Nummela
et al. 2004; Weerawardena et al. 2007; Lazaris and Freeman, 2018; Kyvik, 2006;
Mughan and Kyvik, 2010; Kyvik, 2011; Felicio et al., 2012; Felicio et al. 2013;
Kyvik et al. 2013; Felicio et al. 2015; Felicio et al. 2016). In particular, two
complementary streams of research in global mindset of SMEs have evolved:
Individual role and institutional role on the formation of global mindset and
SME internationalization. The first stream of research has mostly dealt with
the mindset-forming role of top management on the formation of a global mindset
and their firms’ internationalization behavior. This stream of research often
associates the antecedents of global mindset with the decision makers’ work
experience, education background, language skills and personal characteristics such
as cognitive flexibility, teamwork and interpersonal skills argues. The second
stream emphasize the effect of institutional and industrial contexts on the
formation of a global mindset of SMEs.

The starting point of this research is that studies
which combine both of these streams of research is rare. Institutional
environment of developed and emergent countries differs and matters on
formation of global mindset.
Since institutions enable the market mechanism to
function effectively in the market economy (Peng et al, 2008) firm strategies
and decision makers’ behaviors are affected accordingly (Meyer et al., 2009).
Additionally, culture
and individual cognitions are significantly interrelated (Goktan and Gunay,
2011), Looking at both individual and institutional and market conditions that
shape the formation of a global mindset are especially necessary in countries
with different levels of institutional development, market conditions and
cultural structure. In this regard, it is important to explore the role of
global mindsets on internationalization process of SMEs in a country such as
Turkey, where the institutional, economic and cultural backgrounds of SMEs are disparate.
In order to increase our understanding of the role of global mindsets in this
process, this research aims to answer a set of interrelated research questions
as follows: (a) Do Turkish R&D intensive SMEs have global mindsets, and if
so, what are the main ideas that shape the thinking of those who have global
mindsets. (b) How do institutional environment, domestic market conditions,
managers’ cognitive features influence on global mindsets, and (c) what are the
main mechanisms of internationalization of R&D intensive SMEs?

In this paper, a qualitative and exploratory research
approach has been adopted to explain the role of the global mindset on the
internationalization process of SMEs. A multiple case study was considered to
be an appropriate method for this study as it allows us to best understand the
process in a holistic manner. Issues revolving around the formation of global mindset
in R&D intensive SMEs, the characteristics of the global mindset and their
role on internationalization can be far more effectively discussed using a
comparative approach.

The research focuses on SMEs from the biotechnology
sector with intensive R&D. Within the scope of the research, 19 biotechnology
companies in total were studied. The biotechnology industry was considered the
most desirable industry-setting for a number of reasons. Firstly, the
biotechnology industry has been widely acknowledged in literature as a
knowledge-intensive industry (Grinstein & Goldman 2006), which makes the
firms in this industry theoretically desirable for this research as they may
follow different internationalization patterns. Secondly, since the
internationalization process of R&D intensive sectors has a high potential
to follow a different pattern from the traditionally-accepted gradual and
sequential internationalization, the companies in this sector can gain the
status of an international firm with international R&D joint venture even
before they produce products or services.

There are two main reasons why this research focuses
on R&D intensive SMEs. Firstly, the antecedents and outcomes of the
formation of Global Mindset in SMEs are an emerging topic and have received
more attention from the scholars recently. However, most of these studies are
generalized without considering R&D intensive SMEs. Given the different
patterns of internationalization and their potential for a rapid
internationalization, R&D intensive SMEs are included in this study. Secondly,
and more importantly, R&D intensive SMEs in an emerging country such as
Turkey, whose share of advanced technology and R&D intensive sectors in
exports is quite low, are uniquely positioned to contribute the innovation
ecosystem of the country. Therefore, investigation of the main ideas that shape
the thinking of managers of SMEs who have global mindsets, factors that shape
the formation of global mindsets, and main mechanisms of internationalization
of R&D intensive SMEs is quite important for a country characterized by
weak institutional environment and low level of economic development.

This study had several key findings with the most
important being that the primary motivation of R&D intensive SMEs with a
global mindset in internationalization is the desire of achieving prestige. This
is particularly important in terms of the activities of the company in its
country of origin. The motivation for internationalization for firms in the
literature is addressed in broad categories such as firm-specific factors,
environmental factors and firm characteristics (Katsikeas and Piercy 1993);
however, prestige is not adequately discussed. In our study, the determination
of such an element can be evaluated as a country-specific characteristic.

Another motivation for internationalization which this
study found is the desire to contribute to the national economy. A significant
number of SMEs state that companies in the local markets should contribute to
the national economy through internationalizing. This motivation is also not
included in related literature of internationalization.

In addition to the aforementioned motivations found by
our study which have otherwise been neglected by the literature, our findings
on the necessity of having a global mindset regarding R&D intensive SMEs
coincide with the academic literature. Considering internationalization as an
opportunity for market expansion, interpreting internationalization as a means
of learning competitiveness, being proactive, caring for foreign customers and
taking advantage of global opportunities are also features of many different
studies (eg Crick, 2007; Cavusgil and Godiwalla, 1982; Katsikeas and Piercy,
1993).

The key finding of the second research question is
that the cognitive factors affect the formation of global mindset. This is
because the most important factors affecting the formation of global mindset is
the desire to learn how processes work globally and SMEs’ low tolerance levels for
uncertainty. Although their learning focus is generally competitiveness, it is
possible to say that their high motivation for learning is as a result of their
low tolerance levels for uncertainty.

The institutional environment can also negatively
affect the formation of the global mindset. In Turkey, the government is the
most influential institutional actor (Whitley, 2000); therefore, the role of
the government cannot be ignored. The negative role of the institutional
environment, however, is not limited to the government. The low level of
university-industry cooperation, the limited impact of umbrella organizations,
and the weakness of the financial system, particularly those that support
entrepreneurship and innovation, such as risk capital companies, are other
factors that have a negative impact on the development of a global mindset in
SMEs.

When the internationalization mechanisms of R&D-intensive
SMEs are analyzed, t
he study
reveals that
R&D activities
are a prominent mechanism in facilitating internationalization process. However,
despite the international R&D collaboration opportunities, the level and
speed of internationalization were low. To some extent this can be explained by
the fact that, despite having a high internationalization motivation, the
capacity of business development of the R&D intensive SMEs is insufficient
comparing to R&D capacity. This may be due to the fact that SMEs, which
often conduct international business development activities through
distributors and dealers, do not set up their own business units or do not
engage in business development activities through different networks.























The key contribution of this study lies in the
provision of new evidence from an emergent country and understanding of
formation of global mindsets of R&D intensive SMEs and their
internationalization mechanisms. The literature on the phenomenon of the global
mindset essentially deals with two different disciplinary axes: international
business and organizational behavior. While the international business
discipline focuses on the impact of the global mindset of managers on the
internationalization strategies of firms, organizational behavior literature
seeks to understand and categorize the cognitive structures necessary for
global mindset formation. When the case is approached in this binary way,
problems arise in the conceptualization of the subject which also cause an
inadequate or unclear research framework. This study deals with the global
mindset though drawing on both disciplines and contributes both to the
international business and organizational behavior literature by making some
points regarding formation of global mindsets of R&D intensive SMEs and explaining
their mechanisms of internationalization.

Kaynakça

  • Adler, N. J., ve Bartholomew, S. (1992). Managing Globally Competent People. Academy of Management Executive, 6(3), 52–65.Andersen, O. (1993). On The Internationalization Process of Firms: A Critical Analysis. Journal of International Business Studies, 24(2), 209–231.Arora, A., Jaju, A., Kefelas, A. G., ve Perenich, T. (2004). An Exploratory Analysis of Global Managerial Mindsets : A Case of U . S. Textile and Apparel Industry. Journal of International Management, 10, 393–411. https://doi.org/10.1016/j.intman.2004.05.001Bartlett, C. A., ve Ghoshal, S. (1989). Managing Across Borders: e Transnational Solution. Boston, MA: Harvard Business Review Press.Beechler, S., ve Javidan, M. (2007). Leading With A Global Mindset. İçinde Advances in International Management (C. 19, ss. 131–169). Emerald Group Publishing Limited. https://doi.org/10.1016/S1571-5027(07)19006-9Beechler, S., Levy, O., Taylor, S., Boyaçigiller, N. (2004). Does it really matter if Japanese MNCs think globally?. In Japanese firms in transition: Responding to the globalization challenge (pp. 261-288). Emerald Group Publishing Limited. Begley, T. M., ve Boyd, D. P. (2003). The Need for A Corporate Global Mind-Set. Mıt Sloan Management Review, 44(2), 25–33.Bouquet, C., A. (2005). Building Global Mindsets: An Attention-Based Perspective. New York: Palgrave Macmillan.Busenitz, L. W., Gomez, C., ve Spencer, J. W. (2000). Country Institutional Profiles: Unlocking Entrepreneurial Phenomena. Academy of Management Journal, 43(5), 994–1003.Chetty, S. (2004). A Strategic Approach to Internationalization : A Traditional Versus a Born-Global Approach. Journal of International Marketing, 12(1), 57–81. https://doi.org/10.1509/jimk.12.1.57.25651Chetty, S., ve Campbell-Hunt, C. (2003). Paths to İnternationalisation Among Small- to Medium-Sized Firms. European Journal of Marketing, 37(5/6), 796–820. https://doi.org/10.1108/03090560310465152Clapp-Smith, R., Luthans, F., ve Avolio, B. J. (2007). The Role of Psychological Capital in Global Mindset Development. Içinde Advances in International Management (ss. 105–130). Emerald Group Publishing Limited.Crick, D. ve Jones, M.V., (2000). Small high-technology firms and international hightechnology markets. Journal of International Marketing 8, 63–85.DaSilva Edgar J. (2004). The colours of biotechnology: Science, development and humankind. Electronic Journal of Biotechnology. 3(7).Estienne, M. (1997). “The Art of Cross-Cultural Management: ‘An Alternative Approach to Training and Development’”. Journal of European Industrial Training, 21(1), 14–18.Felicio, J. A., Caldeirinha, V. R. ve Rodrigues, R. (2012). Global Mindset and the Internationalizatiion of Small Firms: The Importance of the Characteristics of Entrepreneurs. International Entrepreneurship Management Journal, 8, 467‐485. Felicio, J. A., Caldeirinha, V. R., ve Ribeiro-Navarrete, B. (2014). Corporate and Individual Global Mind-Set and Internationalization of European SMEs. Journal of Business Research, 68(4), 797–802. https://doi.org/10.1016/j.jbusres.2014.11.031Felicio, J. A., Caldeirinha, V. R., Rodrigues, R. ve Kyvik, O. (2013). Cross‐Cultural Analysis of the Global Mindset and the Internationalization Behavior of Small Firms. International Entrepreneurship and Management Journal, 9, 641‐654. Felicio, J. A., Duarte, M. ve Rodrigues, R. 2015. Global Mindset and SME internationalization: A Fuzzy‐Set QCA Approach. Journal of Business Research, 69, 1372‐1378. Felicio, J. A., Meidutė, I. ve Kyvik, Ø. 2016. Global Mindset, Cultural Context, and the Internationalization of SMEs. Journal of Business Research, in press. Forsman, M., Hinttu, S., ve Kock, S. (2002). Internationalization from a SME Perspective. Içinde 18th IMP-Conference (ss. 1–12).Gupta, A. K., ve Govindarajan, V. (2002). Cultivating a Global Mindset. Academy of Management Executive, 16(1), 116–126. https://doi.org/10.5465/AME.2002.6640211Harveston, P. D., Kedia, B. L., ve Davis, P. S. (2000). Internationalization of Born Global and Gradual Globalizing Firms : The Impact of the Firm Specific Advantage. Advances in Competitiveness Research, 8(1), 92–99.Harvey, M., ve Novicevic, M. M. (2001). Selecting Expatriates for Increasingly Complex Global Assignments. Career Development International, 6(2), 69-87.Henisz, W. J., ve Delios, A. (2000). Learning About the Institutional Environment. İçinde The New Institutionalism in Strategic Management (ss. 339–372). Emerald Group Publishing Limited.Hızıroğlu, M. Ve Bağış, M. (2015). Yenilikçi KOBİ’lerin Uluslararasılaşması: Araştırmacı ve Fırsatçı Yenilikçilik Arasındaki Denge Nasıl Kuruluyor?, 23.Ulusal Yönetim Organizasyon Kongresi.Hodgson, G. M. (2006). What Are Institutions? Journal Of Economıc Issues, Xl(1), 1–25.Javidan, B. M., ve Walker, J. L. (2012). A Whole New Global Mindset for Leadership. People & Strategy, 35(2), 36–41.Javidan, M., ve Bowen, D. (2013). The “Global Mindset” of Managers. Organizational Dynamics, 42(2), 145–155. https://doi.org/10.1016/j.orgdyn.2013.03.008Javidan, M., ve Teagarden, M. B. (2015). Conceptualizing and Measuring Global Mindset. Advances in Global Leadership, 6, 13–39. https://doi.org/10.1108/S1535-1203(2011)0000006005Johanson, J. A. N., ve Wiedersheım-Paul, F. (1975). The Internationalization of The Firm— Four Swedish Cases. Journal of Management Studies, 12(3), 305–322.Johanson, J. ve Mattsson, L.-G. (1993). Internationalization in Industrial Systems – A Network Approach, Strategies in Global Competition. İçinde The Internationalization of the Firm: A Reader (ss. 303–322). London: Academic Press.Johanson, J., ve Vahlne, J.-E. (1990). The Mechanism of Internationalism. International Marketing Review, 7(4), 11–24. https://doi.org/10.1108/02651339010137414Johanson, J., ve Vahlne, J.-E. (2003). 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KÜRESEL ZİHNİYET VE AR-GE YOĞUN KOBİ’LERİN ULUSLARARASILAŞMASI: TÜRKİYE BİYOTEKNOLOJİ SEKTÖRÜ ÖRNEĞİ

Yıl 2019, Cilt: 7 Sayı: 2, 275 - 312, 30.08.2019
https://doi.org/10.22139/jobs.558875

Öz

Amaç: Bu çalışmanın amacı Ar-Ge yoğun KOBİ’lerinin
uluslararasılaşması üzerine küresel zihniyetin nasıl bir rolü olduğunu
keşfetmektir. Bu doğrultuda Ar-Ge yoğun KOBİ’lerin küresel zihniyete sahip olup
olmadıkları, küresel zihniyete sahip olanların daha çok hangi özellikleri
taşıdıkları, hangi unsurların Ar-Ge yoğun Türk KOBİ’lerinde küresel zihniyeti
etkilediği ve son olarak küresel zihniyete sahip Ar-Ge yoğun KOBİ’lerin
uluslararasılaşma mekanizmalarının neler olduğu araştırılmıştır.

Yöntem: Nitel ve
keşifler olarak tasarlanan çalışmada oluşturulan araştırma sorularına cevap
bulmak adına 19 biyoteknoloji firması ile mülakat yapılmıştır.

Bulgular: Çalışmadan elde
edilen bulgular Ar-Ge yoğun KOBİ’lerin küresel zihniyete sahip oldukları ve küresel
zihniyete sahip KOBİ’lerde uluslararasılaşmanın prestij sağlayacağı, ülke
ekonomisine bu yolla daha fazla katkı yapılacağı, rekabetçiliğin daha iyi
öğrenileceği ve pazarlarının bu yolla daha çok genişletileceği düşüncesinin daha
baskın olduğu görülmektedir. Bulgular ayrıca küresel zihniyetin oluşumunda kurum
yöneticilerinin bilişsel özelliklerinin ve pazar koşullarının daha belirleyici
olduğunu göstermektedir. Küresel zihniyete sahip Ar-Ge yoğun KOBİ’lerin hem
düzey olarak hem de hız olarak düşük bir uluslararasılaşma performansı
sergiledikleri ve özellikle Ar-Ge faaliyetlerinin uluslararasılaşmalarında
etkili olduğu görülmektedir.







Sonuç: Ar-Ge yoğun
Türk KOBİ’lerini referans alarak yapılan bu çalışma Türkiye gibi gelişmekte
olan bir ülkede küresel zihniyetin oluşumunda hangi unsurların daha çok etkili
olduğunu, küresel zihniyete sahip firmaların hangi özellikleri taşıdığını ve
hangi mekanizmalarla uluslararasılaştığını göstermesi bakımından kuramsal alana
katkıda bulunmaktadır. 

Kaynakça

  • Adler, N. J., ve Bartholomew, S. (1992). Managing Globally Competent People. Academy of Management Executive, 6(3), 52–65.Andersen, O. (1993). On The Internationalization Process of Firms: A Critical Analysis. Journal of International Business Studies, 24(2), 209–231.Arora, A., Jaju, A., Kefelas, A. G., ve Perenich, T. (2004). An Exploratory Analysis of Global Managerial Mindsets : A Case of U . S. Textile and Apparel Industry. Journal of International Management, 10, 393–411. https://doi.org/10.1016/j.intman.2004.05.001Bartlett, C. A., ve Ghoshal, S. (1989). Managing Across Borders: e Transnational Solution. Boston, MA: Harvard Business Review Press.Beechler, S., ve Javidan, M. (2007). Leading With A Global Mindset. İçinde Advances in International Management (C. 19, ss. 131–169). Emerald Group Publishing Limited. https://doi.org/10.1016/S1571-5027(07)19006-9Beechler, S., Levy, O., Taylor, S., Boyaçigiller, N. (2004). Does it really matter if Japanese MNCs think globally?. In Japanese firms in transition: Responding to the globalization challenge (pp. 261-288). Emerald Group Publishing Limited. Begley, T. M., ve Boyd, D. P. (2003). The Need for A Corporate Global Mind-Set. Mıt Sloan Management Review, 44(2), 25–33.Bouquet, C., A. (2005). Building Global Mindsets: An Attention-Based Perspective. New York: Palgrave Macmillan.Busenitz, L. W., Gomez, C., ve Spencer, J. W. (2000). Country Institutional Profiles: Unlocking Entrepreneurial Phenomena. Academy of Management Journal, 43(5), 994–1003.Chetty, S. (2004). A Strategic Approach to Internationalization : A Traditional Versus a Born-Global Approach. Journal of International Marketing, 12(1), 57–81. https://doi.org/10.1509/jimk.12.1.57.25651Chetty, S., ve Campbell-Hunt, C. (2003). Paths to İnternationalisation Among Small- to Medium-Sized Firms. European Journal of Marketing, 37(5/6), 796–820. https://doi.org/10.1108/03090560310465152Clapp-Smith, R., Luthans, F., ve Avolio, B. J. (2007). The Role of Psychological Capital in Global Mindset Development. Içinde Advances in International Management (ss. 105–130). Emerald Group Publishing Limited.Crick, D. ve Jones, M.V., (2000). Small high-technology firms and international hightechnology markets. Journal of International Marketing 8, 63–85.DaSilva Edgar J. (2004). The colours of biotechnology: Science, development and humankind. Electronic Journal of Biotechnology. 3(7).Estienne, M. (1997). “The Art of Cross-Cultural Management: ‘An Alternative Approach to Training and Development’”. Journal of European Industrial Training, 21(1), 14–18.Felicio, J. A., Caldeirinha, V. R. ve Rodrigues, R. (2012). Global Mindset and the Internationalizatiion of Small Firms: The Importance of the Characteristics of Entrepreneurs. International Entrepreneurship Management Journal, 8, 467‐485. Felicio, J. A., Caldeirinha, V. R., ve Ribeiro-Navarrete, B. (2014). Corporate and Individual Global Mind-Set and Internationalization of European SMEs. Journal of Business Research, 68(4), 797–802. https://doi.org/10.1016/j.jbusres.2014.11.031Felicio, J. A., Caldeirinha, V. R., Rodrigues, R. ve Kyvik, O. (2013). Cross‐Cultural Analysis of the Global Mindset and the Internationalization Behavior of Small Firms. International Entrepreneurship and Management Journal, 9, 641‐654. Felicio, J. A., Duarte, M. ve Rodrigues, R. 2015. Global Mindset and SME internationalization: A Fuzzy‐Set QCA Approach. Journal of Business Research, 69, 1372‐1378. Felicio, J. A., Meidutė, I. ve Kyvik, Ø. 2016. Global Mindset, Cultural Context, and the Internationalization of SMEs. Journal of Business Research, in press. Forsman, M., Hinttu, S., ve Kock, S. (2002). Internationalization from a SME Perspective. Içinde 18th IMP-Conference (ss. 1–12).Gupta, A. K., ve Govindarajan, V. (2002). Cultivating a Global Mindset. Academy of Management Executive, 16(1), 116–126. https://doi.org/10.5465/AME.2002.6640211Harveston, P. D., Kedia, B. L., ve Davis, P. S. (2000). Internationalization of Born Global and Gradual Globalizing Firms : The Impact of the Firm Specific Advantage. Advances in Competitiveness Research, 8(1), 92–99.Harvey, M., ve Novicevic, M. M. (2001). Selecting Expatriates for Increasingly Complex Global Assignments. Career Development International, 6(2), 69-87.Henisz, W. J., ve Delios, A. (2000). Learning About the Institutional Environment. İçinde The New Institutionalism in Strategic Management (ss. 339–372). Emerald Group Publishing Limited.Hızıroğlu, M. Ve Bağış, M. (2015). Yenilikçi KOBİ’lerin Uluslararasılaşması: Araştırmacı ve Fırsatçı Yenilikçilik Arasındaki Denge Nasıl Kuruluyor?, 23.Ulusal Yönetim Organizasyon Kongresi.Hodgson, G. M. (2006). What Are Institutions? Journal Of Economıc Issues, Xl(1), 1–25.Javidan, B. M., ve Walker, J. L. (2012). A Whole New Global Mindset for Leadership. People & Strategy, 35(2), 36–41.Javidan, M., ve Bowen, D. (2013). The “Global Mindset” of Managers. Organizational Dynamics, 42(2), 145–155. https://doi.org/10.1016/j.orgdyn.2013.03.008Javidan, M., ve Teagarden, M. B. (2015). Conceptualizing and Measuring Global Mindset. Advances in Global Leadership, 6, 13–39. https://doi.org/10.1108/S1535-1203(2011)0000006005Johanson, J. A. N., ve Wiedersheım-Paul, F. (1975). The Internationalization of The Firm— Four Swedish Cases. Journal of Management Studies, 12(3), 305–322.Johanson, J. ve Mattsson, L.-G. (1993). Internationalization in Industrial Systems – A Network Approach, Strategies in Global Competition. İçinde The Internationalization of the Firm: A Reader (ss. 303–322). London: Academic Press.Johanson, J., ve Vahlne, J.-E. (1990). The Mechanism of Internationalism. International Marketing Review, 7(4), 11–24. https://doi.org/10.1108/02651339010137414Johanson, J., ve Vahlne, J.-E. (2003). Business Relationship Learning and Commitment in the Internationalization Process. Journal of International Entrepreneurship, 1(1), 83–101.Kefalas, A. (1998). Think Globally, Act Locally. Thunderbird International Business Review, 40(6), 547–562.Kyvik, O. (2006). The Internationalization of Small Firms: A Cognitive Perspective. An Empirical Assessment of the Relationship Between Decision Makers' Global Mindset and Norwegian Small Firms' Internationalization Behavior. PhD, Ramon Llull, ESADE Business School. Kyvik, O. (2011). Internationalization of Small Firms: The Importance of a Global Mindset. International Journal of Technology Transfer and Commercialization, 10, 314‐331. Kyvik, O., Sarıs, W., Bonet, E. ve Felıcıo, J. A. (2013). The internationalization of small firms: The Relationship between the Global Mindset and firms Internationalization Behavior. Journal of International Entrepreneurship, 11, 172‐195.Kyvik, O., Saris, W., Bonet, E., ve Felicio, J. A. (2013). 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Journal of International Business Education, 5, 179‐200.North, D. (1990). Institutions, Institutional Change and Economic Performance. Cambridge: Cambridge University Press.North, D. C. (2005). Understanding the Process of Economic Change. Princeton University Press.Paul, H. (2000). Creating a Mindset. Thunderbird International Business Review, 42(2), 187–200.Peng, M. W. (2003). Institutional Transitions and Strategic Choices. Academy Of Management Review, 28(2), 275–296.Penrose, E. (1959). The Theory of the Growth of the Firm. New York: Oxford University Press.Perlmutter, H. V. (1969). The Tortuous Evolution of the Multinational Corparation. Columbia Journal of World Business, 9–18.Porter, M. E. (1998). The Adam Smith Address Location, Clusters, and the " New " Microeconomics of Competition. Business Economics, 33(1), 7–13.Powell, W. W., ve Dimaggio, P. J. (1991). The New Institutionalism in Organizational Analysis. University of Chicago Press.Rhinesmith, S. H. (1992). 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Toplam 1 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İşletme
Bölüm Özgün Makaleler
Yazarlar

Mahmut Hızıroğlu 0000-0002-9147-7706

Elif Akkaya Bu kişi benim 0000-0002-6426-7228

Yayımlanma Tarihi 30 Ağustos 2019
Gönderilme Tarihi 29 Nisan 2019
Kabul Tarihi 9 Mayıs 2019
Yayımlandığı Sayı Yıl 2019 Cilt: 7 Sayı: 2

Kaynak Göster

APA Hızıroğlu, M., & Akkaya, E. (2019). KÜRESEL ZİHNİYET VE AR-GE YOĞUN KOBİ’LERİN ULUSLARARASILAŞMASI: TÜRKİYE BİYOTEKNOLOJİ SEKTÖRÜ ÖRNEĞİ. İşletme Bilimi Dergisi, 7(2), 275-312. https://doi.org/10.22139/jobs.558875