What are the Entrepreneurial Management Practices and Their Impacts on Internationalization? : A study on Swedish SMEs, from a Dynamic Capabilities Perspective

Abstract: The purpose of this study has been to investigate entrepreneurial management practices and their impacts on Swedish SMEs export activities, from a dynamic capabilities perspective. In reaching the study’s purpose we combined the fields of Entrepreneurship, Dynamic Capabilities and Internationalization. In order to appropriately achieve the aim of the study, we utilized a qualitative research method and multiple case study design. The data was collected through semi-structured interviews, which we qualitatively coded and analyzed through a template analysis. Through an extensive literature review on the fields of Entrepreneurship, Dynamic Capabilities and Internationalization, we developed a theoretical framework that enabled us to answer our research question. The theoretical framework is explained and illustrated with a model to portray how we utilized the chosen theories in the study. The main theories from this study consists of: Stevenson’s Conceptualization of Entrepreneurial Management, Teece’s Microfoundations which are a categorization of Dynamic Capabilities, and internationalization with focus on export activities. We compared our theoretical framework with our empirical data in the analysis chapter and through a discussion we could identify various connections. We analyzed these connections and deviations between our theoretical framework and our empirical data; this allowed us to identify entrepreneurial management practices and their impacts on export activities, all from a dynamic capabilities perspective. From this study we have been able to identify three distinctive entrepreneurial managerial practices that impact export activities, all through a dynamic capabilities perspective. The first practice we have identified is the deliberate strategy of nurturing a close relationship with suppliers, distributors and customers. The second practice is SMEs active recruitment of personnel who possess specific market knowledge and existing networks within certain markets of interest. The third managerial practice identified is the co-ordination of expertise, both within the SMEs and with external parties of interests.