SMEs in Global Market: Challenges, Opportunities and Threats

Globalisation is a source of opportunities as well as a source of threats. Specific advantages derived from operating in a global market seem to be exploitable only by large organisations unless Small- and Medium-sized Enterprises (SMEs) can find an organisational solution allowing them to cope with global business opportunities without suffering from limited resources and without exposing themselves to the risk of direct investment. In the European experience, regional clusters of SMEs have turned into competitive advantage a peculiar - both at once competitive and co-operative - relationship, strongly based on geographical proximity and on cultural affinity. Thanks to recent developments in information technology, the replication of a similar industrial model might, in principle, be achieved in spatially distributed manufacturing processes. A proposal for the framework of a distributed network specifically devoted to small- and medium-sized firms is discussed; existing features of local clusters of SMEs are reviewed to evaluate to what extent their experiences might facilitate the implementation of a spatially distributed production process.

[1]  A. Camuffo,et al.  Nuove forme di integrazione operativa: il caso della componentistica automobilistica , 1997 .

[2]  D. Robey,et al.  Going Global: Using information technology to advance the competitiveness of the virtual transnational organization , 1998 .

[3]  Jinichiro Nakane,et al.  Benchmarking Global Manufacturing: Understanding International Suppliers, Customers, and Competitors , 1992 .

[4]  A. Molina,et al.  Virtual enterprises: A Mexican case study , 1998, BASYS.

[5]  Michael E. Porter,et al.  Changing Patterns of International Competition , 1986 .

[6]  W. Diebold,et al.  The Second Industrial Divide , 1985 .

[7]  Saeed Samiee,et al.  The Influence of Global Marketing Standardization on Performance , 1992 .

[8]  G. Becattini,et al.  Modelli locali di sviluppo , 1989 .

[9]  M. Porter Clusters and the new economics of competition. , 1998, Harvard business review.

[10]  D. Rosenfield,et al.  The New Dynamics of Global Manufacturing Site Location , 1994 .

[11]  J. Quelch Customizing Global Marketing , 1986 .

[12]  O. Williamson Transaction Cost Economics and Organization Theory , 1993 .

[13]  H. Mahler A global strategy. , 1988 .

[14]  G. Beccatini,et al.  Sistema locale e mercato globale , 1993 .

[15]  E. Rocco,et al.  Computer Mediated Communication and the Emergence of "Electronic Opportunism" , 1996 .

[16]  O. Williamson,et al.  Markets and Hierarchies: Analysis and Antitrust Implications. , 1977 .

[17]  Peter Walters,et al.  Global market segmentation: Methodologies and challenges , 1997 .

[18]  Norman Frohlich,et al.  Some consequences of e-mail vs. face-to-face communication in experiment , 1998 .

[19]  Luigi Ferrucci,et al.  La natura e la dinamica dell''impresa distrettuale , 1993 .

[20]  K. Provan,et al.  An Emergent Theory of Structure and Outcomes in Small-Firm Strategic Manufacturing Networks , 1997 .