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Special Issues. Contact Us. American Journal of Management Science and Engineering. This research work aims to investigate the figure of the network Manager as the entity in charge of the coordination and governance of enterprise networks, formalized through a network contract. In detail we intend focusing on the skills which such figure should have for prudent management of the network context. The theoretical study was followed by empirical evidence: testimonies were collected from network Managers operating in central Italy Abruzzo Region and formalized with a network contract, in order to verify whether or not good practice complies with the adopted theoretical framework.

The responses of the Managers being interviewed showed a tendential correspondence between the operating practice and what was theoretically discovered.

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In particular, the complexity of the figure is highlighted following the multi-functionality of the required skills. The importance given to the possession of relational and adaptive skills as been analyzed as well.

Multi-Lateral Summaries > United Nations Industrial Development Organization (UNIDO)

The Manager who posseses the so-called adaptive skills is somebody who know how to modulate the many different relational and professional qualities He is able to adapt himself to the multiple and different needs that network makes manifest from time to time. Tresca R. Gulati R. A consortium is also not to be mistaken for a cooperative.

UPS European SME Export Insights

Even if both can be considered as a type of association, the principles and philosophy uniting the members of cooperatives differ considerably from those driving the members of a consortium. A cooperative aims to gather the strengths of all its members in order to increase their bargaining power and to make the best use of the means available. In the case of a consortium, by contrast, it is the members' common weaknesses that constitute the rationale for the union. Export consortia not only exist among firms in the manufacturing sector, but can also be found in the service consortia experience.

The main operating sectors of export consortia are:. SMEs often have considerable difficulties to enter foreign markets. Export consortia cannot only assist their members to achieve an export presence, but can also entail significant additional benefits. Establishing a successful presence in foreign markets is considerably more difficult than in domestic markets.

Export Consortia in Developing Countries

SMEs are often deterred from exporting by the complexities of the export business and the high risk involved. Without significant knowledge and preparation, attempts to export are doomed to failure and may even jeopardise the financial stability of the enterprise as a whole. Evidence suggests that particularly during the early stages of exporting, failure rates are relatively high.

To develop export markets, significant know-how, effort and financial resources are needed. Foreign markets have their particuliarities and stringent requirements. These do not only encompass the demands of consumers, but also technical and regulatory obligations of recipient countries. In many cases, firms have to obtain certification that production methods are in line with certain technical and environmental standards.

Finally it is difficult to achieve a significant level of exports without offering a complete and coherent product range. The skills needed and the costs of meeting these challenges are often beyond the capacities of individual SMEs. In order to export successfully, firms must meet certain basic conditions. These include:. The majority of small firms, especially those in developing and emerging economies, do not meet these requirements and thus do not have the means to successfully establish a presence on international markets.

Many SMEs are managed as family businesses.

Intermediaries, on which small firms often rely excessively, can thus be by-passed and the profitability of the firms' export operations removed. Export consortia can increase the export opportunities available for members and thus help them to achieve a consolidated and sustained export presence. By assisting firms to extend their contracts and by creating strong links with clients, consortia can stabilise members' exports and can even assist members that had exported prior to joining a consortium. By submitting above, you agree to our privacy policy.

This is continuation of Dr. David Tommy's presentation at the Nnewi Economic Summit. The first part was published yesterday. AllAfrica publishes around reports a day from more than news organizations and over other institutions and individuals , representing a diversity of positions on every topic. We publish news and views ranging from vigorous opponents of governments to government publications and spokespersons. Publishers named above each report are responsible for their own content, which AllAfrica does not have the legal right to edit or correct.

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EXPORT STRATEGIES FOR SMALL FIRMS

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