An exploratory investigation into entry mode decision making: German High Technology Manufacturing SMEs

This research positions itself between the well-established and eclectic market entry mode (MEM) literature and the growing body of International Entrepreneurship (IE) research. Its rationale is to contribute to a clearer... [ view full abstract ]

This research positions itself between the well-established and eclectic market entry mode (MEM) literature and the growing body of International Entrepreneurship (IE) research. Its rationale is to contribute to a clearer understanding of ‘how’ German high technology manufacturing SMEs (HTSMEs) make international market entry mode decisions. It further aims to investigate if and to what extent these firms adopt a strategic approach in their entry mode decision making; and addresses the need to compare and contrast entry mode decision making of high and low performing firms in foreign markets. In doing so, qualitative face to face depth interviews with key decision makers are conducted employing the Critical Incident Technique (CIT). Here, the focus is on the single decision maker’s role in approaching and completing the ‘task’ of entering foreign markets, by gaining an understanding of the phenomenon from the perspective of the individual, taking into account the behavioural elements. The empirical data relies on the respondents’ narratives, hence lived experiences (retrospective self-reports). In summary, 18 face to face depth interviews discuss a total number of 42 entries into foreign markets. Theoretical, managerial and institutional implications are highlighted.

Key words:
Market Entry Mode, International Entrepreneurship, Critical Incident Technique, Decision Making