The globalization of smaller agri-food firms: a decision-making framework tested through case research |
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| Institution: | 1. Food & Resource Economics, IFAS, P.O. Box 110240, 1195 McCarty Hall A, University of Florida, Gainesville, FL 32611, USA;2. Room 83, Agriculture Hall, Department of Agricultural Economics, Michigan State University, East Lansing, MI 48824-1039, USA;1. Department of Fruit Science, Punjab Agricultural University, Ludhiana, India;2. College of Agriculture, Punjab Agricultural University, Ludhiana, India;3. Punjab Horticultural Postharvest Technology Centre, Ludhiana, India;4. Professor, Department of Plant Agriculture, University of Guelph, Canada;5. Punjab Agricultural University, Regional Station, Bhadurgarh, Patiala, India;1. State Key Laboratory of Catalysis, iChEM, Dalian Institute of Chemical Physics, Chinese Academy of Sciences, Zhongshan Road 457, Dalian 116023, China;2. iChEM, College of Chemistry and Chemical Engineering, Xiamen University, Xiamen 361005, China;1. State Key Laboratory for Oxo Synthesis and Selective Oxidation, Suzhou Research Institute of LICP, Lanzhou Institute of Chemical Physics (LICP), Chinese Academy of Sciences, Lanzhou 730000, Gansu, China;2. University of Chinese Academy of Sciences, Beijing 100049, China;1. Czech University of Life Sciences, Department of Economics and Development, Kamýcká 129, 165 00, Praha-Suchdol, Czech Republic;2. Altai State University, Institute of Mathematics and Information Technologies, Department of Theoretical Cybernetics and Applied Mathematics, Lenina 61, 656049, Barnaul, Russia;3. Erasmus University Rotterdam, International Institute of Social Studies, Kortenaerkade 12, 2518 AX s, Gravenhage, the Netherlands;1. College of Electrical Engineering, Zhejiang University, Hangzhou, 310027 China;2. Beijing Institute of Electronic System Engineering, Beijing, 100854, China |
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| Abstract: | Anecdotal evidence suggests that smaller firms are responding in various ways to market trends towards globalization. A fundamental question arises as to why some smaller firms are including global markets in their strategies and business operations while other firms with similar size and product mix are not. This paper hypothesizes necessary and sufficient conditions for a smaller agri-food firm to become actively global in perspective and practice. An hypothesized decision framework is articulated and results are reported from eight cases used to test this framework. The paper concludes that perceptions about competitive advantages and effective demand, and operative decision rules employed by the firm will determine if and when a firm can globalize its scope of operations. |
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