enhancing the level of quality and performance. Additionally, the use of appropriate and newest entrepreneurship
orientation will help minimize the internationalization challenges and maximize market opportunities.
6 Conclusion
The rapid continuous change in the global markets forces
firms to modify their strategies, management, and activities.
Therefore, through implementing entrepreneurial activities
they will be able to reach the dynamic level of continuous
change, which enables SMEs to move globally.
Within the appearance of innovation capability firms may
have sustainable comparative advantage, be able to take
risks and make the right decisions based on the firm’s
knowledge about customer demand, external environment,
and market attraction. As a result of new innovative strategies, innovative practices and the use of technology, an
increase of the firm’s quality, the awareness of customer
demand and market attraction, the sustainable comparative
advantage is observed, as well as positive involvement
among entrepreneurship orientation and small enterprise
sustainability. Therefore, sustainability of international
business leads firms to risk management, increases the level
of quality performance, economic growth, and job opportunities. Furthermore, using the suitable and newest
entrepreneurship orientation will help small enterprises
minimize globalization challenges and maximize market’s
opportunities.
Moreover, it is essential to have a better awareness about
the national culture before entering a new venture. A firm
will evaluate risks, opportunities and benefits of any new
project in a foreign country through learning its law, customs
demand, capabilities, beliefs, morals, market attraction, and
habits to be able to adapt its entrepreneurial activities and
practices to sustain in the new environment.
The UAE government support and encouragement have
been always the source of entrepreneurial success. This
support is well-diversified, for example, through offering
low taxes, nonprofitable loan, training programs to be
qualified leaders, and networking opportunities. A good
example is the EXPO 2020, which will create new opportunities for local and foreign investment, accommodate
foreign entrepreneurs from worldwide and allow for
exchange of knowledge, experience, create new networks,
opportunities, and establish new international enterprises on
new foreign land.
References
Bos-Brouwers, H. E. J. (2010). Corporate sustainability and innovation
in SMEs: Evidence of themes and activities in practice. Business
Strategy and the Environment, 19(7), 417–435.
Buckley, P., & Casson, M. (1976). The future of the multinational
enterprise. London: Holmes and Meier.
Buckley, P., & Casson, M. (1985). The economic analysis of the
multinational enterprises: Selected papers. London: Macmillan.
Covin, J. G., & Wales, W. J. (2012). The measurement of
entrepreneurial orientation. Enterprepreneurship Theory and Practice, 540, 568–3275.
Drucker, P. F. (1985). Innovation and entrepreneurship: Practice and
principles. New York: Harper & Row Publishers, Inc.
Emirates Foundation. (2017). Youth & entrepreneurship in UAE.
[Online]. Available https://www.emiratesfoundation.ae/Content/en/
files/Youthentrepreneurship.pdf. Accessed November 30, 2018.
Jamsa, P., Rayan, A., & Pallari, M. (2011). Sustainable SMEs network
utilization: The case of food enterprises. Journal of Small Business
and Enterprise Development, 18(1), 141–156.
Mtigwe, B. (2006). Theoretical milestones in international business:
The journey to international entrepreneurship theory. Journal of
International Entrepreneurship, 4(1), 5–25.
Peng, M., & Meyer, K. (2016). International business (2 ed.).
Australia, Brazil, Mexico, Singapore, UK, USA: Annabel Ainscow.
Young, S., Dimitratos, P., & Dana, L.-P. (2003). Iternational
entrepreneurship research: What scope for international business
theories? Journal of International Entrepreneurship, 1, 31–42.
282
K. A. M. H. A. K. Al Awadhi
orientation will help minimize the internationalization challenges and maximize market opportunities.
6 Conclusion
The rapid continuous change in the global markets forces
firms to modify their strategies, management, and activities.
Therefore, through implementing entrepreneurial activities
they will be able to reach the dynamic level of continuous
change, which enables SMEs to move globally.
Within the appearance of innovation capability firms may
have sustainable comparative advantage, be able to take
risks and make the right decisions based on the firm’s
knowledge about customer demand, external environment,
and market attraction. As a result of new innovative strategies, innovative practices and the use of technology, an
increase of the firm’s quality, the awareness of customer
demand and market attraction, the sustainable comparative
advantage is observed, as well as positive involvement
among entrepreneurship orientation and small enterprise
sustainability. Therefore, sustainability of international
business leads firms to risk management, increases the level
of quality performance, economic growth, and job opportunities. Furthermore, using the suitable and newest
entrepreneurship orientation will help small enterprises
minimize globalization challenges and maximize market’s
opportunities.
Moreover, it is essential to have a better awareness about
the national culture before entering a new venture. A firm
will evaluate risks, opportunities and benefits of any new
project in a foreign country through learning its law, customs
demand, capabilities, beliefs, morals, market attraction, and
habits to be able to adapt its entrepreneurial activities and
practices to sustain in the new environment.
The UAE government support and encouragement have
been always the source of entrepreneurial success. This
support is well-diversified, for example, through offering
low taxes, nonprofitable loan, training programs to be
qualified leaders, and networking opportunities. A good
example is the EXPO 2020, which will create new opportunities for local and foreign investment, accommodate
foreign entrepreneurs from worldwide and allow for
exchange of knowledge, experience, create new networks,
opportunities, and establish new international enterprises on
new foreign land.
References
Bos-Brouwers, H. E. J. (2010). Corporate sustainability and innovation
in SMEs: Evidence of themes and activities in practice. Business
Strategy and the Environment, 19(7), 417–435.
Buckley, P., & Casson, M. (1976). The future of the multinational
enterprise. London: Holmes and Meier.
Buckley, P., & Casson, M. (1985). The economic analysis of the
multinational enterprises: Selected papers. London: Macmillan.
Covin, J. G., & Wales, W. J. (2012). The measurement of
entrepreneurial orientation. Enterprepreneurship Theory and Practice, 540, 568–3275.
Drucker, P. F. (1985). Innovation and entrepreneurship: Practice and
principles. New York: Harper & Row Publishers, Inc.
Emirates Foundation. (2017). Youth & entrepreneurship in UAE.
[Online]. Available https://www.emiratesfoundation.ae/Content/en/
files/Youthentrepreneurship.pdf. Accessed November 30, 2018.
Jamsa, P., Rayan, A., & Pallari, M. (2011). Sustainable SMEs network
utilization: The case of food enterprises. Journal of Small Business
and Enterprise Development, 18(1), 141–156.
Mtigwe, B. (2006). Theoretical milestones in international business:
The journey to international entrepreneurship theory. Journal of
International Entrepreneurship, 4(1), 5–25.
Peng, M., & Meyer, K. (2016). International business (2 ed.).
Australia, Brazil, Mexico, Singapore, UK, USA: Annabel Ainscow.
Young, S., Dimitratos, P., & Dana, L.-P. (2003). Iternational
entrepreneurship research: What scope for international business
theories? Journal of International Entrepreneurship, 1, 31–42.
282
K. A. M. H. A. K. Al Awadhi