Abstract
This paper analyses the internationalisation of SMEs highlighting the importance of social network analysis (SNA) to display the main categories involved in SME internationalisation research. Methodologically, the paper uses a systematic review of the literature as a departure point to select the main papers on the internationalisation of SMEs and uses SNA to illustrate the main categories that have been used by researchers to identify how sectoral studies (manufacturing vs. service firms and single vs. multiple industry) have evolved and to identify the geographical origins of the papers carried out on SME internationalisation. This study is useful for researchers and academic community alike as it embeds the three main categories found (internationalisation theories, international strategy and performance) using SNA methodology.

Abstract
This chapter analyzes the challenges faced by a glass bottle manufacturer when incorporating the research, development, and innovation (RDI) standards into the firm's integrated management systems. Based on a case study, this chapter explores how the firm managed to incorporate the new standards into the already set of integrated management system based on the ISO 9001, ISO 14001, and OHSAS 18001 standards that the firm has managed to internalize in its continuous improvement process. In order to incorporate this new RDI management system, the firm developed a set of three procedures that involve an ideas management and opportunity evaluation procedure, a production knowledge interface management procedure, and an RDI project management system. These three procedures are now internalized as part of the integrated management system. © 2018, IGI Global.

Abstract
The present study seeks to analyze the behavior of a technological start-up regarding its entry modes in foreign markets. It is based on the case study of a company in the field of 3D printing and takes into account the analysis of topics such as the internationalization of start-ups and modes of entry in foreign markets, considering several theories of internationalization. As the company analyzed is a start-up, the research is supported by the analysis of the characteristics present in the process of internationalization of small and medium-sized enterprises (SMEs). The study closes with the conclusion that this SME matches the profile of an International New Venture/Born Global (INV/BG), although the company takes advantage of the network-based theory and relationship orientation to enter international markets. The most used mode of entry by the company in international markets has been exporting activities.

Abstract
Internationalization involves an active behavior to compete in international markets. Several theories, as well as several entry modes, have been developed to explain why and how firms compete internationally. Nevertheless, the internationalization process is difficult to implement as it involves not only historical reasons, as well as traditional strategies that sometimes are usually not questioned by the firm. This chapter aims to depict a case study in which a firm is trying to deploy an opportunity-driven internationalization, shifting its traditional modus operandi. The firm is analyzed based on several theories, namely the Uppsala model, the network-based theory, the born globals and the born again globals, and it is possible to conclude that despite its more than 80 years of existence, neither of the four theories can be properly used to explain the firm's international behavior. Moreover, to embrace international challenges, the firm needs to reposition its traditional business behavior.

Abstract
tThe objective of this paper is to analyse the retail banking behaviour in Portugal (2008-2010, 2011-2013 and 2014-2016), by taking into account the financial and economic assistance programme (FEAP) - monitored by the European Commission, the European Central Bank and the International Monetary Fund - that Portugal went through and that started in 2011. With competitive dynamics it is possible to understand the evolution of competitive strategies of the institutions of a strategic group within a given time horizon. Data were collected after consultation of reports and accounts of Banks from Banco de Portugal database. The results were analysed and discussed in light of the theory of strategic groups and their competitive dynamics allows us to conclude that: Banks implemented different competitive strategies; Strategic groups have dissimilar resources; and Strategic groups display different strategies. The 2008-2010 period can be considered as a 'deregulated' period, the 2011-2013 as a period of 'imposed regulation', and the 2014-2016 as a period of 'strategic consolidation' with strategic changes that have prompted strategic groupings of the various institutions as consequence of a low mobility barrier strategy.

Abstract
This chapter, based on a single case study, has as its main objective to analyze a real example of creating an inter-organizational network and to perceive what was done for the selection and creation of the strategic partnerships and inter-organizational network and what factors or conditions can inhibit these partnerships from having long-term success and throughout its life cycle. For this, a qualitative study based on action research and semi-structured interviews was conducted. Results show although many companies settle in inter-organizational networks to gain competitive advantage, cases of failure are still quite high. In this case, upstream partnerships have not been based on long-term trust and commitment, which has jeopardized the continuity of the network, although there is an express desire to re-establish contacts. The partnership established downstream did not show the same commitment to continue the partnership with a total termination of the relationship.