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Innovation and internationalization are two basic growth strategies which contend for both the firms’ and governments resources. At the same time, they are linked by a two-way relationship that has been widely documented in previous studies. However, often preceding literature is disconnected and does not integrate innovation and export promotion studies into the analysis. In this article we review and synthesize the different approaches regarding these relationships, while considering also the research on the impact of export promotion programs. As a result, a list of recommendations is deduced both for management and public policy regarding the development of these two strategies.
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This paper studies the effect of globalization on small and medium enterprises (SMEs) performance in Nigeria. The study adopts an ex post-facto type of descriptive research design. In carrying out this study, the secondary statistics data was used. Data was extracted from CBN bulletin on relevant information which depicts globalization and its effect on SMEs performance in Nigeria.A co-integration model was used to investigate the effect of globalization on SMEs performance in Nigeria. To capture the activities of globalization, three proxies were used to capture the activities of globalization; they include interest rate, bank credit and trade openness while on the other hand, output of SMEs to GDP was used to capture SMEs performance covering the period of 1992 to 2014. It was observed that interest rate, bank credit and trade openness do not improve the performance of SMEs output. The overall effect as shown by the F-statistics reveals that the variables considered in this study are not significant in explaining the level of improvement in SMEs output and performance in Nigeria.
This business research case introduces Cogent Labs, a Japanese high-tech start-up that provides AI-driven technologies, is making the critical transition from an entrepreneur-driven to a mature management-run organization, the company’s business context and technology development. That requires to harmonize the entrepreneurial and managerial capacity, by a collaborative approach integrating cross-functional product teams. The high-tech start-up has demonstrated ability to overcome the transitional stage of the first entrepreneurship to stability and sustainability through the management, while at the same time keeping innovation by adding Natural Language Processing and Times-Series developments, and creativity; rapidly developing new products. The business case demonstrates that in the start-up to managerial transition of a high-tech start-up the key success factor lies in the motivation and coordination of the different professional cultures -scientific and engineering- that should collaborate in the AI research and fast development of viable products. The method is based on interviews conducted with key executives and a strategic analysis of the firm and its rapidly evolving context in terms of artificial intelligence (AI) and deep learning. The start-up company develops AI-based applications like Tegaki AI, supporting their initial clients from the financial sector in the incremental automation of business processes, based on AI-and Internet of Things (IoT)-driven business processes. Tegaki AI triggers non-strategic business decisions through optical character recognition (OCR) and optical handwriting recognition (OHR) algorithms that show 99.2% accuracy. This business case describes the context of entrepreneurship ecosystems in Japan and the economic emergence of business smartization solutions through the new AI paradigm and OHR.
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