Abstract
This research investigates the nature of strategic partnering activities of software SMEs (small-to-medium-sized enterprises), their motivations to engage in strategic partnerships as part of the internationalisation process, the key benefits achieved and the main challenges encountered. It explores managers’ perceptions of partnership activities through a qualitative research methodology focussing on Irish indigenous firms. Findings suggest that strategic partnerships were initiated to take advantage of firm synergy, reputation and credibility advantages. Partnerships also served as an important foreign market entry mechanism allowing firms to accelerate sales cycles and reduce risk in overseas markets. Challenges facing firms included partner selection and issues of control. Directions for further research are highlighted.
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Kennedy, A., Keeney, K. Strategic partnerships and the internationalisation process of software SMEs. Serv Bus 3, 259–273 (2009). https://doi.org/10.1007/s11628-008-0061-3
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DOI: https://doi.org/10.1007/s11628-008-0061-3