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International Journal of Marketing Studies; Vol. 10, No. 2; 2018
ISSN 1918-719X E-ISSN 1918-7203
Published by Canadian Center of Science and Education
118
Impact of Entrepreneurial Orientation and Network Resource
Utilization on Internationalization of SME’s: Evidence from Pakistan
Muhammad Imran Hanif1 & Madiha Irshad1
1 Institute of Banking and Finance, Bahauddin Zakariya University Multan, Pakistan
Correspondence: Muhammad Imran Hanif, Institute of Banking and Finance, Bahauddin Zakariya University
Multan, Pakistan.
Received: February 13, 2018 Accepted: April 2, 2018 Online Published: May 15, 2018
doi:10.5539/ijms.v10n2p118 URL: https://doi.org/10.5539/ijms.v10n2p118
Abstract
The purpose of this study is to examine the importance of implementation of strong entrepreneurial orientation
and utilization of network resources creating value added products for the internationalization of Small and
Medium Enterprises in Pakistan. The objective is to investigate and evaluate the nature of the business, then to
determine the importance of implementation of entrepreneurial orientation and utilization of network resources
for the internationalization of small and medium sized enterprises in Pakistan. It is proposed that the intensity of
internationalization of small and medium sized enterprises is enhanced by development of organizational
practices and cultural environment. An overview is provided of the importance of SME sector in Pakistan for the
economic growth of the country. The current state of SME sector has been evaluated. It proceeds with the
discussion of the factors essential for fostering the growth of SME’s in Pakistan. The importance of these factors
such as strong entrepreneurial orientation and utilization of network resources has also been considered for the
internationalization of small and medium sized enterprises in Pakistan.
The paper concludes with the assessments of implications of these factors and suggestions for future research.
Information is provided regarding the current situation of SME’s in Pakistan and the factors for the international
growth of this sector have also been identified and studied. Factors under consideration are strong
entrepreneurial orientation and utilization of network resources. Few hypotheses made regarding the implication
of these factors have been evaluated and tested by several statistical methods. For the internationalization of
SME’s in Pakistan these factors have been given special attention. In the industrial development of a country the
importance of the SME sector cannot be ignored. SMEs constitute nearly 90% of all the enterprises in Pakistan;
employ 80% of the non-agricultural labor force; and their share in the annual GDP is 40%, approximately.
However, Pakistan Small and Medium Enterprises sector is facing many problems and challenges both domestic
and international in achieving economics of scale and better prospects in marketing their products at
international market and to gain the competitive advantage. Demand of the global era requires entrepreneurs who
are willing to face risks, innovative, proactive and compete aggressively to be able to seek new opportunities and
increase competition advantages. Innovation is needed to provide value added products through value creation,
so that the competitive advantage could be gained. Entrepreneurs can utilize open source that involves external
parties by utilizing network resources. This paper calls attention to ways in which SME’s of Pakistan can survive
in this competitive environment. This paper investigates the chief factors for the internationalization of SME’s of
Pakistan specifically focusing on the entrepreneurial orientation determinants such as pro-activeness, risk taking
and competitive aggressiveness and utilization of network resources.
Keywords: entrepreneurial orientation, network resources utilization, internationalization, small and medium
sized enterprises, Pakistan, pro-activeness, risk taking, competitive aggressiveness
1. Introduction
Internationalization is an ambiguous term which is defined slightly differently in multiple studies.
Internationalization is an adaptation of a firm’s operations including its structure, strategy and resources etc. to
international environments (Calof & Beamish, 1995). Companies doing internationalization get the benefit of
cost advantage, network benefit and learning opportunities (Verdin & Heck, 2001). Internationalization is further
defined as process to approach foreign markets and then making efforts to get a prominent position within
different networks (Schweizer et al., 2010).
ijms.ccsenet.org International Journal of Marketing Studies Vol. 10, No. 2; 2018
119
Four modes of internationalization are different from each other where latter represents higher degrees of
international involvement i.e., no regular export activities, export via independent representatives (agents),
establishment of an overseas sales subsidiary and overseas production/manufacturing units (Johanson et al.,
1975).
The internationalization process of small and medium sized firms has been subjected to widespread empirical
research (Cavusgil et al., 2012; Dichtl et al., 1984), and seems to be beneficial by a general acceptance in the
literature (Reid & Rosson 1987; Welch & Luostarinen, 1988; cf. Bradley, 1991). In recent years SME’s are
entering in international markets and expanding their business by establishing their strategies on the basis of
international diversification to enhance their performance (Masum & Fernandez, 2008).
With the liberalization of trade and technological advancements, there have emerged new challenges as well as
new competitions in both local and international markets. Despite the presence of large organizations with their
technological advancements, SMEs continue to play their vital role in the national economic development
(Hussain, Kamariah Ismail, & Akhtar, 2015). Doing business in international market for SMEs is a hard
challenge. It is not an easy challenge because they have to prepare themselves for a tough competition with other
business actors in international market (Ginting, 2015). In Pakistan SME sector is less formally organized as
compared to many developing countries and the economic environment also hinders competitive growth of the
sector (FBS, 2011; Mirani & Shah, 2012).
In Pakistan, SME’s operating in tough international competitive environment need much attention on their
internal capabilities to enhance their performance (Ahmad et al., 2013; FBS, 2011; Mustafa & Khan, 2005).
Hence there is always a gap for further improvement in SME’s of Pakistan and intensive research is needed to be
done by scholars and entrepreneurs to fill this gap so that the economy can grow by improved business activities
(Jasra et al., 2011).
This study is made to highlight the significance of strong entrepreneurial orientation for the development of
SME’s. This study aims to demonstrate that if SME’s desire to enter the international market then the
empowerment of entrepreneurial orientation in SME sector can support this purpose. The purpose of this study is
to prove the co-innovation as better strategy to get the competitive advantage and this can help in the
development of SME sector not only on the local level but also at the international level. Another significance of
this paper is to prove the importance of utilization of network resources policy to make a strong position in the
market and to internationalize the business for SME’s.
This paper is structured as follows. In the next section, theoretical framework is presented by which empirical
hypotheses are developed which we are proposed to test. The third section demonstrates the data set and the
statistical approach used. The fourth section describes the results of the analysis and provides the discussion of
the results. The final section offers some conclusions, managerial implications, limitations and areas for future
research.
2. Literature Review and Theoretical Framework
Due to global economic integration the competitive environment has been changed in which all businesses
operate and it requires them to adapt an international expansion strategy to positively affect their long term
growth and survival (Karagozoglou & Lindell, 1998). Similarly, due the phenomenon of globalization firms are
increasingly going for international activities as competition has also been increased (Bartlett & Ghoshal, 2000).
Because of increasing and major contribution of SME’s in economic development and employment availability
there is a need to study the factors affecting the internationalization of SME’s. This sector cannot be ignored as
they are also going to internationalize their business for their survival. In the following lines, we try to develop
these ideas and some hypotheses related to them.
2.1 Dimensions of Entrepreneurial Orientation
Firm’s organizational processes and strategies when acting entrepreneurially can be described by using the labels
such as entrepreneurship and entrepreneurial orientation (Miller, 1983; Lumpkin & Dess, 1996).
An entrepreneurial firm undertakes product market innovation, risky ventures, quickly come with proactive
innovations and beat competitors to punch. So, innovativeness, risk taking and pro-activeness are the dimensions
of entrepreneurial orientation to test entrepreneurship (Miller, 1983). It is later supported that entrepreneurial
orientation is composed of firm’s risk-taking propensity, proactive manners and extensive product innovation
(Slevin & Covin, 1990).
Competitive aggressiveness is also a crucial dimension of entrepreneurial orientation as SME’s also need to
compete with their existing rivals (Miller, 1983). Competitive aggressiveness is highly correlated with
ijms.ccsenet.org International Journal of Marketing Studies Vol. 10, No. 2; 2018
120
entrepreneurship of an entrepreneurial firm in all levels of risk either low or high risk environments (Dean et al.,
1998).
This study is focusing on three dimensions of entrepreneurial orientation i.e., risk taking, pro-activeness and
competitive aggressiveness.
2.1.1 Risk Taking
The early literature equates entrepreneurship with finding self-employment instead of working for others for the
sake of wages (Shane, 1994). It is consistent with the concept that the major factor which separates entrepreneurs
from hired personnel is uncertainty and riskiness of self-employment. So, risk taking is a quality of
entrepreneurship (McMullent et al., 2006).
Many researchers have found out that entrepreneurial firms not always use risk-taking behavior (Brockhaus,
1982). Entrepreneurial firms equate risk taking with performance (Begley & Boyd, 1987). Entrepreneurial firms
measure risk taking at firm level by analyzing the performance of risky projects and use to ask managers about
their views regarding being risky or cautious to gain firm objectives (Venkatraman, 1989).
Further, risk taking has been defined as a characteristic of entrepreneurial firms that helps in the management of
firm’s risks and support SME’s to take risk in their operations (Fletcher, 2004).
2.1.2 Pro-activeness
The term pro-activeness is foreseeing future problems, needs or changes and then acting according by
developing proactive strategies (Webster, 1992). Pro-activeness is very important for entrepreneurial orientation
as it helps in the development of innovative strategies to cope up with future demands. Pro-activeness of an
entrepreneurial firm is to shape the environment rather than merely react (Miller & Friesen, 1978).
Later, pro-activeness was defined to depict a firm first to introduce new products or services and quick to
innovate. Entrepreneurial firm is first to come up with proactive innovations (Miller, 1983). The concept to act
by foreseeing a future demand is crucial component of entrepreneurship. An entrepreneurial firm should come up
with forward thinking and it’s not compulsory for an entrepreneurial firm to being always first to market. A firm
can achieve equal success by being second to market through pro-activeness (Miller & Camp, 1986).
In contrast, first-mover advantage is the best strategy to avail market opportunity. First movers get more and
unusual benefits and high profits as well as prominent brand recognition in entrepreneurship literature
(Lieberman & Montgomery, 1988).
2.1.3 Competitive Aggressiveness
New entrepreneurial firms face more danger of newness and it is very essential for them to develop legal and
strong strategies regarding their suppliers, customers and competitors for their survival (Stinchcombe, 1965).
Because new ventures face failure much faster than established businesses and it has been investigated that
increasing competition is very dangerous for their survival and existence (MacMillan, 1987; Porter, 1985).
A new entrepreneurial firm can survive in a highly competitive environment by employing three approaches.
First one is reconfiguration that is performing things differently. Second one is changing the context which is
making the products and services innovative. Third one is changing the market channels or scope that is
outspending industry leader (Porter, 1985).
Hence, competitive aggressiveness is to gain competitive advantage and is analyzed to be an important
dimension of entrepreneurial orientation. It highlights the importance of competitive advantage for the survival
of an entrepreneurial firm in a very competitive environment (Dean, 1998).
2.2 Entrepreneurial Orientation and Internationalization Relationship
Innovativeness, pro-activeness and risk taking behavior combine to explain international entrepreneurship. These
dimensions enable to internationalize their business by creating value in the entrepreneurial firms (McDougall &
Oviatt, 2000). Behavioral characteristics of managers of an entrepreneurial firm specifically the dimensions of
risk taking, pro-activeness and innovativeness are the main focus of international entrepreneurship (Knight,
2001).
Later on it was found that entrepreneurship plays an important role in the internationalization of SME’s and this
is explained by a theory called “International Entrepreneurship Theory (IET)” (McDougall & Oviatt, 2000).
International Entrepreneurship theory says that innovative, proactive and risk seeking behavior combine to
explain international entrepreneurship which help the organizations to cross the borders and increase their
performance and value (McDougall & Oviatt, 2000). It is further supported that the organizations get the primary
ijms.ccsenet.org International Journal of Marketing Studies Vol. 10, No. 2; 2018
121
benefit of increase in performance by fast internationalization (Autio, Sapienza, & Almeida, 2000).
As the internationalization opportunities are increased due to entrepreneurship so it implies that all
entrepreneurial activities possess potential of international dimension. Propensity to take risk is a prominent
dimension of entrepreneurial orientation and risks in international projects can be managed and reduced by
carefully analyzing this dimension (Fletcher, 2004).
Increasing demand of international brands and services clearly depicts the rapid expansion of businesses to
international markets (Javalgi & Ramsey, 2001). Because of this increasing expansion of businesses to
international markets small and medium enterprises are facing a great pressure of competitors to internationalize
their business for their survival and growth. Competitive aggressiveness needs to be adapted to get the
competitive advantage over competitors in international market (Patricia & Javalgi, 2011).
Small and medium sized enterprises having strong entrepreneurial orientation are more likely to go for
internationalization of their business as strong entrepreneurial orientation encourages in making strong
international strategies (Lan & Wu, 2010).
There is a very close relationship between entrepreneurship and internationalization of SME’s (Clerg et al., 2005;
Melia et al., 2007; Lan & Wu, 2010). Similar to this context, for getting international market entrepreneurial
orientation can be utilized in terms of proactiveness and competitive aggressiveness as well as risk taking
(Okpara, 2009).
By analyzing international entrepreneurship from entrepreneurship perspective it has become clear that there are
entrepreneurial dimensions that increase the speed of entrepreneurial firms to operate simultaneously in different
countries (Zahra & Gravis, 2000; Realp et al., 2005; Casillads et al., 2009).
It is further explained that the firms having employees with strong entrepreneurial orientation like having
characteristics of taking risks, adapting innovation, having showing competitive aggressiveness, being proactive
in market place and ability to take autonomous actions lead the firms more successfully and increase the speed of
growth and improve performance of a firm (Chen et al., 2011).
It is further stated that due to high competition level in international business SME’s need business actors with
high entrepreneurial orientation (Ginta Ginting, 2015). So, it can be stated that SME’s having objective to
approach international market and global success first need to focus on developing capabilities to withstand
global competitive pressure, focus on improving industry characteristics and then improve competitive
capabilities (Sebnem & Melisa., 2014). So by looking at this literature we can develop a hypothesis:
H1: Stronger the entrepreneurial orientation support, Stronger the intensity of doing international activities.
2.3 Network Resources Utilization and Internationalization Relationship
For an entrepreneurial firm networking is very powerful tool for its growth (Dubini & Aldrich, 1999). For
internationalization of an entrepreneurial firm network analysis has been studied by many researchers (Bell,
1995; Covoello & Munro, 2000; Oviatt & McDougall, 1994).
Further it is stated that better explanation of internationalization of entrepreneurial firms is understood by
analyzing its network approach (Bell, 1995). In studying the network approach of SME’s towards
internationalization different researchers came up with different theories and models.
Johanson & Wiedersheim-Paul (1975) presented an Uppsala Internationalization Process Model in which they
differentiated the four stages of internationalization process. This is an incremental stage model. Each successive
stage shows higher degrees of international involvement with the increasing utilization of network resources and
knowledge.
Referring to internationalization of SME’s it is not always necessary that companies follow the linear path of
Uppsala model for the internationalization of their business regarding resource commitments, knowledge and
investments. Regarding internationalization of SME’s there are three aspects. At first, SME’s may
internationalize due to their relationships with their customers which help them to the selection of their entry
mode in the foreign market.
Secondly internationalization also occurs due to their relationships established with their clients, suppliers and
even with their competitors. Thirdly, internationalization also occurs due to the already established relationship
networks which effect their operations and facilitate them in providing direction to enter the international market
and compete with their competitors (Buckley & Ghauri, 1999).
Further (Johanson & Mattsson, 1988; Anderson, 1993) did work on internationalization and come up with
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ijms.ccsenet.org International Journal of Marketing Studies Vol. 10, No. 2; 2018
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3. Methodology
3.1 Data and Sample
For addressing the problem being studied in this paper a proper research plan is designed. This is a descriptive
type study in which a systemized questionnaire is designed. Questionnaire includes closed ended questions
regarding each variable of this study. Further survey methodology is used by visiting SME’s of Pakistan. It is a
quantitative research in which the data collected is statistically analyzed and conclusion drawn is in percentages
or figures to select or reject the hypotheses of this study.
Survey was conducted in 200 SME’s of 4 cities of Pakistan that are Lahore, Islamabad, Karachi and Multan. The
sample comprised of 250 top managers of 200 SME’s. In the beginning questionnaires were sent through email,
but because of low response of questionnaire filling through email and Skype interviews were conducted and
personal visits are also conducted. But as most SME’s comprise of just two or three top managers because of
their small size and also due to non- availability of top managers because of busy schedule the respondents’ size
became 200.
Respondents of this study are selected demographically on the basis of age, education and position of respondent
in a firm. These factors are taken into account because they contribute in assessing their experience towards
business approach as well as their knowledge about market place as more experience brings more knowledge
and creation of many advanced attributes that play an important role in performance of firms as this research is
being conducted from to managers of SME’s. Top management is a key in development of strategies of a firm
regarding each department. SME’s segmentation is done on the basis of its characteristics including its age, type
of ownership and its number of employees.
3.2 Variables and Measures
3.2.1 Entrepreneurial Orientation
Entrepreneurial orientation is taken as an independent variable in this paper. It is measured by studying
pro-activeness (Miller & Friesen, 1978), risk taking (Venkatraman, 1989) and competitive aggressiveness (Dean,
1998) as three of its dimensions (Covin & Slevin, 1989). We use subjective measurement of entrepreneurial
orientation as it has also been used by several other authors (Stanley, 2012). To measure entrepreneurial
orientation of small and medium sized enterprises top managers were asked several closed ended questions
regarding their actions towards market competitive environment.
3.2.2 Utilization of Network Resources
Network resources utilization is taken as a second independent variable in this paper. It is measured by taking
open innovation/co-innovation utilizing external and internal sources for adding value to products and services
(Michael Fritsch, 2001).
3.2.3 Internationalization Intensity
Internationalization intensity is taken as a dependent variable in this paper. We have used subjective
measurement of internationalization intensity by taking firms internationalization speed and profit intensity into
consideration (Daniel Sullivan, 1994).
After collection of data through questionnaire it is analyzed by entering data in SPSS. SPSS software is used to
summarize and analysis of data. Through SPSS statistical analysis is done to prove the hypotheses. Reliability of
data is analyzed by applying reliability statistics. Cronbach’s alpha is used to show the reliability of items of
questionnaire regarding variables. Because for the reliability of data Chronbach’s alpha can be used (Shiken,
2011). Values of alpha higher than 0 are more reliable while negative values less than 0 are not reliable.
Cronbach’s alpha threshold is 0.7. Values greater than 0.7 are more reliable.
To test the adequacy of sampling data KMO and Bartlett’s test is used. Threshold value of this test is 0.5 and the
values greater than 0.5 show more accuracy of data. Similarly, Bertlrtt’s test of sphericity is used to test the
validity and suitability of the responses collected to solve the problem being addressed. The value of this test
should be less than 0.05. Both KMO and Bartlett’s test of Sphericity are used to test the adequacy of sample.
Five-point likert scale is used for the measurement of variables. Descriptive statistics is used to summarize the
sample demographic measures showing the mean and standard deviation values of each measure. Furthermore,
correlational analysis is done to show the extent of relationship between variables of study. Descriptive statistics
and coorelation can be used for the statistical analysis of data with Likert scale (Shiken, 2011). Furthermore,
parametric statistics can be used with likert data with no fear of coming to wrong conclusion (Geoff Norman,
2010).
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Further, after correlation is tested regression analysis approach is used to test the hypotheses. In simple
regression analysis, model summary shows the “R” and “R square” values. “R” values represent the simple
correlation while “R square” value represents the total variation in dependent variable. After computation of
variation ANOVA is computed. ANOVA represents significance of dependent variable by keeping the
independent variable constant. For p > 0.05 then the results are significant. In coefficient table standardized
regression beta values which is a measure of strength of relationship between two variables. Further for the
measurement of mediation of internationalization multiple regression analysis is used.
4. Results
This section discusses the results obtained after analysis of data. This section will tell us that either the
hypotheses developed in this research are accepted or rejected after analysis of obtained data by applying several
statistical tests using certain a statistical data analysis software SPSS. Results obtained are given below with their
interpretation.
4.1 Reliability Statistics
The table of Reliability statistics shows the alpha values of the questionnaire items which were 22 is 0.915.which
is more than the threshold alpha value 0.7
Table 1. Reliability statistics
Chronbach’s Alpha No. of items
0.915 22
4.2 KMO and Bartlett’s Test
The table of Kaiser-Meyer-Olkin (KMO) and Bartlett’s test of sphericity is conducted to check the sample
adequacy of the data. The value of KMO is 0.856 which is more than the KMO threshold which is 0.5
Table 2. KMO and Bartlett’s test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .856
Bartlett's Test of Sphericity Approx. Chi-Square 3270.563
Df 378
Sig. .000
4.3 Demographic Profile
Following are the demographic profile of the respondents
4.3.1 Age of Respondents
The table showed the ages of respondents. Majority of respondents were between the age group of 30-39. They
were 87, while 48 respondents were between 40 to 49 age group and 65 respondents were lies in the first age
group.
Tab l e 3. Ag e
Frequency Percent Valid Percent Cumulative Percent
Valid 20-29 65 32.5 32.5 32.5
30-39 87 43.5 43.5 76.0
40-49 48 24.0 24.0 100.0
Total 200 100.0 100.0
4.3.2 Education of Respondents
According to below table, there are different frequencies and percentages at different levels. At level BA/BSC
there were 21% respondents, 72% have the master’s degree. And only 7% respondents were M.phil or having
MS degree.
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Table 4. Education
Frequency Percent Valid Percent Cumulative Percent
Valid BA/BSC 42 21.0 21.0 21.0
BS/MA/MSC 144 72.0 72.0 93.0
MS/M.Phil 14 7.0 7.0 100.0
Total 200 100.0 100.0
4.3.3 Current Experience of Respondents
The table shows the current experience of respondents. More than 23.5% were the founder and owners of
SME’s. 48% respondents were the owner and 28.5% of respondents were only manger over there.
Table 5. Current experience
Frequency Percent Valid Percent Cumulative Percent
Valid Founder and Owner 47 23.5 23.5 23.5
Owner 96 48.0 48.0 71.5
Manager 57 28.5 28.5 100.0
Total 200 100.0 100.0
4.3.4 Total Number of Employees
According to this table, in the range of 10-20 number of employees there were 29.5% respondents, range of
21-40 number of employees there were 50.5%, but at 41-50 there were 18.8% have 21 to 40 employees, only 51
to 60 there were 1.5% number of employees.
Table 6. Total employees
Frequency Percent Valid Percent Cumulative Percent
Valid 10_20 59 29.5 29.5 29.5
21_40 101 50.5 50.5 80.0
41_50 37 18.5 18.5 98.5
51_60 3 1.5 1.5 100.0
Total 200 100.0 100.0
4.4 Descriptive Analysis
This table presents the descriptive statistics. Total 200 respondents were recorded for this study. It indicated that,
majority of respondents age group existed between 40 to 49 years. For education mean value shows that majority
of respondents are masters and bachelors. Current experience of respondents shows that (2.0) maximum
respondents are owners. Majority of number of employees under working respondents are 10 to 40.
Table 7. Descriptive statistics
N Minimum Maximum Mean Std. Deviation
Age 200 1.00 3.00 1.9150 .74872
Education 200 1.00 3.00 1.8600 .51157
Cur_Exp 200 1.00 3.00 2.0500 .72118
Tot a l_ Em p 200 1.00 4.00 1.9200 .73231
Valid N (listwise) 200
4.5 Correlations Analysis
Table 8. Correlations analysis
Ent_Orientation Network_Resources Int_Intensity
Ent_Orientation 1
Network_Resources .766** 1
Int_Intensity .580** .543** 1
Note. **. Correlation is significant at the 0.01 level (2-tailed).
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In the correlation matrix all the variables have positive relationship. The table shows the correlation between the
construct this table matrix shows the entire hypothesis having relationship with each other. The results of
hypothesis one shows the 0.580 correlation. Hypothesis two shows the 0.543 correlation.
4.6 Regression Analysis
Table 9. Model summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .580a .336 .333 .742
a. Predictors: (Constant), Ent_Orientation
Table 10. ANOVAa
Model Sum of Squares Df Mean Square F Sig.
1 Regression 55.168 1 55.168 100.193 .000b
Residual 109.023 198 .551
Tot a l 164.191 199
a. Dependent Variable: Int_Intensity
b. Predictors: (Constant), Ent_Orientation
Table 11. Coefficients
Model Unstandardized Coefficients Standardized Coefficients
B Standard Error Beta T Sig.
(Constant)
Ent-Orientation
.883
.751
.283
.075
3.126
10.010
.002
.000
.580
Note. Dependent Variable: Int_Intensity
Regression analyses of hypothesis two demonstrate that the model summary table is based on the predictors
(Entrepreneurial orientation). So it is analyzed that R square has a value 0.336, which explains the 33.6%
variance in the relationship of Entrepreneurial orientation and internalization intensity. The second table
ANOVA shows a F-value 100.193 which is significant at .000 because the significant value is less than 0.05.And
in the third table of coefficient, the standardized coefficient Beta value is .580. All the results show the
significance level so Hypothesis one is proved.
Table 12. Model summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .543a .295 .291 .76474
a. Predictors: (Constant), Network_Resources
Table 13. ANOVAa
Model Sum of Squares Df Mean Square F Sig.
1 Regression 48.394 1 48.394 82.749 .000b
Residual 115.797 198 .585
Tot a l 164.191 199
a. Dependent Variable: Int_Intensity
b. Predictors: (Constant), Network_Resources
Table 14. Coefficientsa
Model
Unstandardized Coefficients Standardized Coefficients
T Sig. B Std. Error Beta
1 (Constant) .689 .331 2.080 .039
Network_Resources .829 .091 .543 9.097 .000
a. Dependent Variable: Int_Intensity.
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Regression analysis of hypothesis two demonstrates that the model summary table is based on the predictors
(Network resources). It is analyzed that R square has a value 0.295, which explains the 29.5% variance in the
relationship of network resources and internalization intensity. The second table Anova shows F-value 82.749
which is significant at .000 because the significant value is less than 0.05. And in the third table of coefficient the
standardized coefficient Beta value is .543. All the results show the significance level so Hypothesis two is
proved.
5. Conclusion
According to the findings it has been proved that there is a significant impact of strong entrepreneurial support
on internationalization intensity of SME’s. It means that the SME’s having experienced, flexible and skillful
employees can progress quickly in international market. According to these results it has been proved that in
Pakistan significant relationship exist between strong entrepreneurial orientation and internationalization
intensity of SME’s. SME’s having strong local market due to skillful and experienced employees capture the
international market very quickly. As it was investigated that for getting international market entrepreneurial
orientation can be utilized in terms of pro-activeness and competitive aggressiveness as well as risk taking
(Okpara, 2009).
The relationship between network resources utilization and internationalization intensity has also been proved
significant in SME’s of Pakistan. SME’s having strong utilization of internal and external resources available
capture the international market quickly through co-innovation by understanding and analysis of the changing
needs and demands of the international market. SME’s utilizing their network resources can compete with the
local as well as international market as compared to the SME’s not utilizing their network resources available.
Co-innovation proves to be very important for progress in international market. It was investigated earlier that
SME’s need to utilize wider network resources for internationalization of their businesses (Jones et al., 2009).
5.1 Research Implications
This study is made to highlight the significance of strong entrepreneurial orientation for the development of
SME’s. This study aims to demonstrate that if SME’s desire to enter the international market then the
empowerment of entrepreneurial orientation in SME sector can support this purpose. The main purpose of this
study is to prove the co-innovation as better strategy to get the competitive advantage and this can help in the
development of SME sector not only on the local level but also at the international level.
The results of this study will prove to be very useful for the progress of the SME’s which want to go in the
international market and to make a prominent position in local as well as in international market.
5.2 Limitations and Future Direction
In this research impact of entrepreneurial orientation and utilization of network resources is studied on the
internationalization intensity and performance of SME’s. The first limitation of this research is that, this research
can be done by using another dependent variable i-e globalization and find its impact on internationalization and
performance of SME’s. Second limitation of this study is that this paper has considered three dimensions of
entrepreneurial orientation. Further research can be done by studying all five dimensions of entrepreneurial
orientation. Third limitation of this research is that, this research has studied only manufacturing industry of
SME’s. This study can be done using other industries of SME’s of Pakistan.
Acknowledgement
We would like to thank managers of SME’s of Pakistan whose support make us possible to collect right data.
Because of their collaboration and response our research is completed.
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