International Strategy Formation in Small Canadian High-Technology Companies– A Case Study Approach

Abstract

For some companies, especially in the high technology sector, internationalisation is no longer a matter of choice, but of necessity. This paper explores the strategy development patterns of internationalising small high-technology companies in an environment where windows of opportunity close quickly. Findings from in-depth interviews suggest that emergent strategies within or outside established networks are likely to trigger small high-technology companies' initial internationalisation. Further overseas expansion is constrained by resource availability. This study demonstrates that internationalisation is an iterative process that happens in a holistic way much more than a systematic one. Rather than trying to fit small and medium enterprises' (SMEs') internationalisation patterns into a stage model, managers and policy-makers should recognise the importance of networks. Training and programs could, therefore, help identify strategic networks of importance for the companies and assist them in both contributing and taking advantage of these.