British Journal of Economics, Management & Trade, ISSN: 2278-098X,Vol.: 2, Issue.: 2 (April-June)
Original Research Article
An Analysis of Cameroonian SMEs Performance in Foreign Markets
Bello Pascal1* and Oloua Edene Ayissi Barnabe Alain2
1University Institute of Technology (UIT), University of Douala, Cameroon.
2The Higher Professional Teacher Training College (ENSET), University of Douala, Cameroon.
The goal we are pursuing in this work is to make understand and explain the performances of Cameroonian SMEs in foreign markets though considered by the literature as outmoded and traditionalist.
To conduct our work, we have used the hypothetico-deductive method. Thus, from the existing literature, we came out with three (03) hypotheses that relate the performance of Cameroonian SMEs having overseas markets to three (03) variables that we assume determine that performance. For the empirical work, we collected data from forty-one (41) Cameroonian SMEs having overseas markets. These SMEs were chosen in a rational way from the lists of companies provided by GICAM, the SYNDUSTRICAM and the National Federation of Associations of Small and Medium Enterprises (FNAP). To test our hypotheses, we have used the Pearson correlation test (Hypotheses 1 and 3) and the Fisher-Student test (hypothesis 2). Prior to testing hypotheses, we used principal components analysis to summarize the items used to measure the same variable.
The results obtained in this study indicate the level of performance of Cameroonian SMEs performance and their determinants. They also show that SMEs performance deterioration is a phenomenon deriving from their management practice. Therefore, if Cameroonian SMEs are maintained in foreign markets it is thanks to the fact that they have succeeded in adapting themselves to the business environment. The threat for their international survival has pushed them to undergo the transformation process. Moreover, these results showed that the performance of Cameroonian SMEs having overseas markets is influenced by their ownership / management, strategies and the environmental constraints they face.
SME; Cameroonian; internationalisation; performance; strategies; archaic.
Full Article - PDF
DOI : 10.9734/BJEMT/2012/696