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Book details: Stavros Sindakis & Christian Walter (Eds.), The entrepreneurial rise in Southeast Asia: the quadruple helix influence on technological innovation. 2015. Palgrave Macmillan. 373 pp. (hbk), ISBN: 9781137378675.

Internacionalizuotų bendrovių organizacinė struktūra ir potencialūs dėl bendrovių internacionalizacijos vykstantys jų struktūros pokyčiai – dar plačiai neištyrinėtos sritys. Be to, maža empirinių duomenų, pagrindžiančių ryšį tarp specialių internacionalizacijos veiklą palaikančių padalinių buvimo ir kitų bendrovės sąrangos ir veiklos ypatybių. Šiame straipsnyje nustatoma internacionalizuotų gamybinių bendrovių organizacinė struktūra ir potencialūs dėl jų verslo veiklos internacionalizacijos atsirandantys bendrovių struktūros pokyčiai. Straipsnyje įvardijama, kiek bendrovei reikšminga internacionalizacijos veikla. Tyrimo rezultatai rodo, kad organizaciniai pokyčiai reiškiasi naujų padalinių kūrimu dėl bendrovės internacionalizacijos. Šis faktas teigiamai susijęs su verslo vykdymo užsienio rinkose trukme metais. Pastebėta didelė internacionalizacijos veiklos svarba daugeliui bendrovių, taip pat nustatytas nežymus ryšys tarp bendrovės pardavimų savo šalyje vadybos ir jos internacionalizacijos veiklos vadybos. The organizational structure of internationalized firms and the potential changes in structure of firms occurring due to internationalization of firms are fields that have not been widely researched. In addition, there is little empirical evidence regarding the interconnection between the existence of special departments supporting the internationalization activity and other special organizational and operational characteristics of the firm. This paper identifies the organizational structure of an internationalized manufacturing firm, along with the potential modification of the firm structure emerging due to the internationalization of its business activity. It recognizes the level of significance of the internationalization activity for the firm. Results presented in this paper provide evidence of organizational change taking place as creation of new departments due to internationalization of firms. This fact is positively correlated with years of business activity in foreign markets. We observe high significance of the internationalization activity for most firms along with a slight interconnection between the domestic sales management and management of the internationalization activity of the firm.

The organizational structure of internationalized enterprises and the potential change of company structure occurring due to company’s internationalization are fields that have not been widely researched. In addition, there is little empirical evidence regarding the interconnection between the existence of special departments supporting the internationalization activity and other special organizational and operational characteristics of the firm.This paper identifies the organizational structure of internationalized manufacturing companies, along with the potential modification of the company’s structure emerging due to the internationalization of their business activity. It recognizes the level of significance of the internationalization activity for the company.Results presented in this paper provide evidence of organizational change taking place as creation of new departments due to company’s internationalization. This fact is positively correlated with years of business activity in foreign markets. We observe high significance of the internationalization activity for most enterprises along with a slight interc

The research objective of this paper is to examine the staffing procedure of the internationalization department of the company in reference to the origin of the individuals selected to compose it. Subsequently, we endeavour to outline the identity of the individual at the head of internationalization, where a special department doesn’t exist. Additionally, we attempt to recognize the overall responsibilities and authority spaces of the internationalization manager. Results implied the preference of individuals experienced in matters of internationalization, for the staffing of the department. Most times the owner/co-owner undertakes internationalization responsibilities, where an internationalization department is absent, fact that was negatively correlated with the size of the company. Moreover, we observed that along with internationalization issues, such as international sales, internationalization managers mainly have to deal with the domain of domestic sales as well. Results presented in this paper, concern small, medium and large size companies of various industry sectors.