# Navigating International Markets through Networking Competencies: Insights from a Sri Lankan SME

Duleepa Lakshman

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## To cite this version:

Duleepa Lakshman. Navigating International Markets through Networking Competencies: Insights from a Sri Lankan SME. Asian Journal of Economics, Business and Accounting, 2025, 25 (8), 25 (8), pp.477-489. 10.9734/ajeba/2025/v25i81949. hal-05234248

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# Navigating International Markets through Networking Competencies: Insights from a Sri Lankan SME

Duleepa Lakshman a*

a Department of International Business, Faculty of Management and Finance, University of Colombo, Sri Lanka.

**Author's contribution**

The sole author designed, analyzed, interpreted and prepared the manuscript.

**Article Information**

DOI: https://doi.org/10.9734/ajeba/2025/v25i81949

**Open Peer Review History:**

This journal follows the Advanced Open Peer Review policy. Identity of the Reviewers, Editor(s) and additional Reviewers, peer review comments, different versions of the manuscript, comments of the editors, etc are available here: https://pr.sdiarticle5.com/review-history/142244

**Original Research Article**

Received: 25/06/2025

Published: 21/08/2025

## ABSTRACT

The possibility for small and medium enterprises (SMEs) to grow on a global scale remains largely unexplored, particularly in developing markets. The present study examines the SME internationalization process from the network perspective to comprehend how networking competencies permit the successful internationalization of an IT-based SME. A qualitative approach based on case study methodology was used to conduct this exploratory research. Findings of this case study indicate that IT-based SMEs use three types of networks, namely formal, informal, virtual or digital to gain four main benefits, market access and expansion, resource sharing and collaboration, risk reduction and adaptability, enhanced reputation and credibility. The findings of this case study provide valuable insights for both internationalized and non-internationalized IT-based SMEs in developing countries in improving their networking abilities as a key factor for successful international expansion.

Keywords: Internationalization; networking; resources; SMEs.

<footnote>*Corresponding author: E-mail: duleepa@dinb.cmb.ac.lk;</footnote>

<footnote>**Cite as:** Lakshman, Duleepa. 2025. "Navigating International Markets through Networking Competencies: Insights from a Sri Lankan SME". Asian Journal of Economics, Business and Accounting 25 (8):477-89.
https://doi.org/10.9734/ajeba/2025/v25i81949.</footnote>
# 1. INTRODUCTION

Small and medium-sized enterprises (SMEs) play a crucial role in economic growth and national output, and their importance has drawn significant attention from throughout the world. According to the World Bank (2019), SMEs account for over 90 percent of all businesses, which equates to more than half of all employment in the world. SMEs constitute the backbone of Asia's economies, accounting for 97 percent of all businesses and 69 percent of the labor force (Asian Development Bank, 2020). In Sri Lanka, it has been reported that more than 90 percent of the business establishments fall in the SME category, which accounted for 45 percent of the total employment and provided 2.25 million employment opportunities to the Sri Lankan economy (Ministry of Industry and Commerce, 2016). Many researchers have identified that internationalization benefits SMEs, including better survival prospects, growth revenue, better innovative capability, and upgraded productivity compared to non-internationalized SMEs (Karadeniz & Göçer, 2007; Ruzzier & Ruzzier, 2015; Safari & Saleh, 2020). Particularly in emerging nations, domestic markets are more turbulent and less profitable for SMEs (Reçica et al., 2019). They are focusing their efforts on expanding the business into the global market rather than staying in a relatively tiny domestic market (Dabić et al., 2020; Lobo et al., 2020).

From a network viewpoint, the internationalization of SMEs has been thoroughly studied in the past (Axelsson & Johanson, 1992; Coviello & Munro, 1995; Johanson & Vahline, 1992). The network perspective seems to be more significant for SMEs, as it helps to overcome the issues that arise with limited resources, experiences and trustworthiness (Lu & Beamish, 2001). To make internationalization a truly viable option, SMEs need to address their internal constraints like insufficient financial, human, specialized skills, and technological resources (Masurel, 2001). For this, companies should be able to develop and maintain strong relationships with stakeholders, even when they participate in global social and business networks.

Many researchers look at the internationalization process based on the traditional approach described as stage models (Kudina et al., 2008). According to traditional approach, companies follow a stage-wise process ranging from no involvement in international markets to high

involvement in international markets (Cabral et al., 2020; Costa et al., 2018). By focusing the local body of knowledge on internationalization, fewer studies have been conducted to explore internationalization through network lenses (Agndal & Chetty, 2007). This investigation holds significant value for the scientific community as it advances the understanding of SME internationalization through the underexplored lens of the network perspective, particularly in the context of emerging economies. While traditional stage models dominate the literature, this study offers fresh insights into how networking competencies can overcome resource and capability constraints, enabling SMEs to enter and compete in global markets at an earlier stage. Based on these grounds, the present study examines the internationalization process from the network perspective to understand how networking competencies permit the successful internationalization of early starters. In conclusion, the results of the empirical observation will help address the following study questions:

RQ1: How do network competencies influence the successful internationalization of SMEs?

RQ2: What type of networking relationships are critical to the successful internationalization of SMEs?

# 2. LITERATURE REVIEW

## 2.1 Network Competencies

Many academics are interested in internationalization because of its changing and looming behavior. Research on the important factors that influence SME internationalization has generated a surge of interest in the literature over the past few decades. Due to their significance in exports and employment generation (Anil & Shoham, 2017; Dhanaraj & Beamish, 2003; Krammer et al., 2018; Rua et al., 2018; Sousa et al., 2008), SMEs are a major contributor to the economy. Walter et al. (2006) defined networking competencies solely based on inter-organizational partnerships. According to Walter et al. (2006), networking competence refers to a company's ability to form and leverage inter-organizational partnerships to benefit from the many resources possessed by trade partners in both local and international markets. According to Helfat and Campo (2016), networking competency is the capacity to build relationships and cooperate, enabling a company to
collaborate in order to achieve its strategic objectives. Business networks consist of several actors such as customers, suppliers, competitors, distributors, governments, business associations, universities, and research institutions that work collaboratively to build the knowledge required to access foreign markets successfully (Harris & Wheeler, 2005; Indarti & Postma, 2013; Styles & Ambler, 2000). The capacity of SMEs to network determines their access to international markets since it enables them to create, manage, and seize opportunities through wholesome connections and relationships (Vesalainen & Hakala, 2014). Additionally, active network connections are essential for undertaking certain tasks including learning, gaining information, and expanding internationally (Gabrielsson et al., 2008; Gilmore et al., 2006). To allow internationalization, a suitable mix of network connections is needed (Tang, 2011). Furthermore, there are three different ways to approach foreign markets: through informal, formal, and intermediary network relationships (Chetty & Holm, 2000; Coviello & Martin, 1999; Ellis & Pecotich, 2001; Havila et al., 2004; Harris & Wheeler, 2005; Ojala, 2009; Oviatt & McDougall, 2005; Rialp et al., 2005). While formal partnerships are often created via corporate networks, informal ones typically develop through social networks. Intermediaries can help the seller and the buyer build their international commercial activity (Oviatt & McDougall, 2005). Self-initiated networks created by SMEs are frequently more effective and long-lasting (Huggins, 2001).

Resource-based view contends that how firms gain a competitive advantage by utilizing their unique resources, which share some important characteristics. However, a lot of SMEs find it difficult to own these unique resources due to their size barrier. Networks can therefore make up for the lack of resources that SMEs directly own and manage (Coviello & Cox, 2006). SMEs can accelerate internationalization by improving access to the acquisition of external resources, foreign experiential knowledge, and foreign networks (Arenius & Minniti, 2005; Coviello & Cox, 2006; Yli-Renko et al., 2002). Literature has identified various types of networking that can benefit SMEs in different ways. Many researchers study inter-firm relationships as a major type of networking (Chetty & Patterson, 2002; Forsgren, 2002; Kenny & Fahy, 2011). Inter-organizational learning in a business network suggests that strong, ongoing commercial relationships make it easier to

absorb tacit information from the many network players (Andersson et al., 2001; Lane & Lubatkin, 1998). Inter-firm networks would make it possible to connect assets, enabling the establishment of barriers against imitation, generate resource excess, and create a controllable institutional framework (Berends & Sydow, 2019; Kale et al., 2019; Mokhtarzadeh et al., 2021). In some circumstances, a company's capacity to earn rent from its resources may necessitate using those resources in tandem with the complementary resources of another company (Kenny & Fahy 2011). According to Chetty and Petterson (2002), working together with their counterparts will enable them to overcome various challenges and have less motivation. Further, networking with customers will enable SMEs to understand their requirements clearly which leads to improvements in the product (Singh et al., 2022). In global markets, supplier-customer contact enables businesses to learn about one another's requirements and capabilities and to produce new knowledge (Kenny & Fahy, 2011). This will enable the supplier to easily expand in the customer's market. Knowledge cooperators such as government institutions, industry associations and research organizations are another significant type of networking identified in the literature. These knowledge cooperators provide opportunities for SMEs in various terms, such as grants/loans, academic expertise and improved R&D (Kumar & Subrahmanya, 2010). By gaining information from these exchanges, SMEs should be more likely to enter international markets since they will see the risks and expenses of doing so as being lower (Eriksson et al., 1997). In order to assist SMEs placing themselves in the right networks, trade associations, for instance, conduct a variety of events with the goal of promoting meetings between domestic and international company leaders (Kenny & Fahy, 2011).

## 2.2 Network Competence and Internationalization

The analysis of SMEs' substantial usage of networks has been the major focus of contemporary writings on the internationalization of SMEs (Coviello, 2006; Kontinen & Ojala, 2011; Musteen et al., 2010; Zain & Ng, 2006). In fact, the Uppsala model (Johanson & Vahlne, 1977; Johanson & Wiedersheim-Paul, 1975), the network model (Johanson & Mattsson, 1988), and the Internationalization New Venture (INV) model (Oviatt & McDougall, 1994) were all
developed in part as a result of network approaches. This line of studies suggest that the development of network connections appears to have a favorable impact on internationalization procedures (Johanson & Vahlne, 2003). Various scholars have emphasized the surging importance of SMEs' involvement in various business networks to gain technology and other resources required to gain entry to foreign markets (Elango & Pattnaik, 2007; Johanson & Vahlne, 2003). There is rising evidence in the literature that companies, and SMEs in particular, may acquire the knowledge necessary for their survival as well as for the internationalization of their business by engaging in social and business networks (Mejri & Umemoto, 2010).

From a knowledge standpoint, networking abilities may be seen as essential assets for the growth of businesses, assisting them in entering into and surviving in new and international markets (Ciasullo et al., 2017). Similarly, Chetty and Patterson (2002) argued that network connections enable businesses to gain local market knowledge and gather commercial data. This notion supports the so-called rising phenomenon "knowledge economy", emphasizing knowledge as the key driver of competition. According to some evidence (Torkkeli et al., 2019), network competence can have a significant impact on SMEs that are frequently small, knowledge-intensive, focused on high technology, and eager to internationalize their operations right away. As a result of their knowledge and experience, firms gradually reach the advanced stages of the Uppsala model (Johanson & Vahlne, 1977). Instant internationalization by new businesses has been associated with greater levels of strategic proactiveness in networking (Coviello, 2006). Similarly, it is well known that networks play a significant role in explaining how resource-constrained SMEs quickly achieved internationalization (Andersson & Wictor, 2003; Belso-Martínez, 2006; Loane & Bell, 2006).

The sooner a new enterprise engages in inter-firm collaboration, the greater the degree of internationalization, claim Manolova et al. (2010). SMEs can leverage network competences to get around their constraints, such as assisting with knowledge and skill acquisition, lowering obstacles to accessing foreign markets, and overcoming technology problems.

### 3. METHODOLOGY

The case study technique, in particular, was the foundation for this study's qualitative approach. The decision to adopt a single-case study design was based on its suitability for generating in-depth, context-rich insights into complex phenomena (Yin, 2018). The focal firm was deliberately selected as a critical case because it represents a successful example of rapid internationalization within the Sri Lankan IT SME sector—a sector that is both strategically important for the national economy and underrepresented in the internationalization literature. The firm's journey, from inception to operating in five international markets within a short period, offers a revelatory opportunity to examine how networking competences function in practice in a developing country context. This case also reflects typical features of many Sri Lankan IT-based SMEs—resource constraints, reliance on owner-driven decision-making, and the need to leverage networks to overcome market entry barriers—making it a valuable reference point for both theory and practice. In the present study, semi-structured and comprehensive interview has been conducted with the focal firm owner to gain a deeper understanding of their internationalization process and the role of networks based on the themes identified in the literature. Open-ended questions were derived to acquire information on the following dimensions: the influence of network relationships on internationalization and types of network relationships. Further to semi-structured interviews, data from corporate website and social media have been gathered to store as much information about the firm internationalization. Interviews were recorded and then transcribed using NVivo by highlighting the significant events or processes that are critical and related to the dimensions identified in the literature.

#### 3.1 Nature of the Company

The focal company of this study started its operations in 2019 based in Colombo with two employees including the founder of the company. The founder of the company graduated from the University of Moratuwa, Sri Lanka, with a degree in Systems Engineering in 2017, and subsequently gained two years of professional experience in the industry. Gathering adequate experience working in an international software company that provides various software solutions to local and international clients, the founder of
the focal company commenced the operations as a tech startup. The company commenced its commercial operations in 2019 by providing services to a local supermarket chain through the introduction of an integrated software system designed to manage daily transactions and inventory control. During the first stage of the business, the company was able to acquire many local customers and recruited additional employees including systems engineers, and a few salespeople. In 2020, the company secured its first overseas client by submitting a formal proposal to a supermarket in the United States. In the same year, it received financial assistance from the Information and Communication Technology Agency (ICTA) of Sri Lanka through the Tech Startup Support Program, enabling the expansion of its operations to clients in Singapore and the United Kingdom. The COVID-19 pandemic posed significant challenges to the company's ability to operate physically; however, it successfully navigated this period by delivering consistent, high-quality service to clients and sustaining its international operations. At present, the company employs 15 local staff members and 3 foreign employees, working both virtually and on-site, and provides services to clients in Singapore, the United States, the United Kingdom, Malaysia, and the Maldives.

# 4. FINDINGS AND DISCUSSION

## 4.1 Use of Network Relationship

The interviews have brought to light a number of crucial aspects of how networks affect a SME's ability to successfully expand internationally. Findings of this study identified various aspects of networking and is comprehended as follows for better understanding.

**Market access and expansion:** Networks provide SMEs with a means of entering new markets. SMEs are better able to enter international markets through existing partnerships and connections. These networks help SMEs grow their operations internationally by offering insightful market data, local knowledge, and possible business leads. According to some research we explored in the literature analysis, network competency can have a significant impact on SMEs, which are frequently small, knowledge-intensive, technology-focused, and keen to expand internationally right away (Torkkeli et al., 2019; Child & Hsieh, 2014). Our research supports this claim by showing that network skills, particularly

for IT companies, let them access a wider range of markets and transcend geographical borders. IT-based SMEs require robust network support to adapt to the rapidly changing market environment and scale up their operations efficiently. Significantly, the interviews have emphasized that conventional methods like stage models do not apply to IT-based SMEs, which can expand their operations globally quickly thanks to strong network connections.

**Resource sharing and collaboration:** Networks help SMEs share resources like information, expertise, technologies, and financial resources. According to Coviello and Cox (2006), networks have the ability to make up for the resources that SMEs do not have or control directly. This has been emphasized greatly during the interview. Collaborative partnerships in networks have enabled the focal firm to combine their resources and expertise in addressing global challenges together. In the IT industry, when a company begins working with an international client, they make an effort to team up with other businesses to find a solution that benefits everyone involved. This partnership may involve sharing various aspects of the service, such as security being handled by one company and system maintenance by another. In line with multiple research studies (Arenius & Minniti, 2005; Coviello & Cox, 2006; Yli-Renko et al., 2002), these partnerships boost their competitiveness and allow them to seize bigger global opportunities that they couldn't achieve alone.

**Risk reduction and adaptability:** Interview disclosed that engaging in networks assists SMEs in reducing the risks linked to expanding internationally. By utilizing the knowledge and skills of network members, focal firm make improved decision-making and confidently navigate the challenges of international markets. Furthermore, networks offer a medium for sharing knowledge and acquiring new information, allowing SMEs to adjust their tactics in light of evolving market conditions and upcoming possibilities. These results align with most research emphasizing the significance of network competencies for risk reduction (Gabrielsson et al., 2008; Gilmore et al., 2006; Bell & Loan, 2006). Additionally, it was highlighted in the interview that IT-driven SMEs have a high level of risk compared to non-IT SMEs due to low entry barriers, making it easy for competitors to enter the market. In this case, network competences can act as a strategic resource of a company that can provide the competitive advantage over its competitors.
**Enhanced reputation and credibility:** The interview signpost that being part of respected networks boosts the visibility and credibility of IT-based SMEs in global markets. This aspect has not received sufficient attention in previous literature. Having connections with experienced industry professionals or important individuals in the network can improve how SMEs are viewed by potential partners, investors, and customers. The significance of this image and standing is crucial for IT-based SMEs due to handling a range of clients' sensitive data. This improved reputation creates new business possibilities and reinforces the SMEs' position in the global market.

## 4.2 Types of Network Relationships

The interview discovered various types of relationships that SMEs cultivate within networks to support their internationalization endeavors. The literature has highlighted three different network types namely informal, formal, and intermediary network relationships (Chetty & Holm, 2000; Coviello & Martin, 1999; Ellis & Pecotich, 2001; Havila et al., 2004; Harris & Wheeler, 2005; Ojala, 2009; Oviatt & McDougall, 2005; Rialp et al., 2005). In line with these, we directed our interviews to understand the types of network that focal company is currently engaged in.

**Formal relationships:** Interview revealed that the company employs two different formal relationship types: formal relationships with institutions and formal relationship with firms. SMEs frequently form official connections with institutional bodies like trade associations, chambers, government agencies, and industry-specific organizations. These partnerships offered access to necessary resources for expanding internationally, such as regulatory assistance, market insights, funding options, and other essential support. Formal institutions are also essential in championing the interests of SMEs and voicing their concerns on a larger level. During the interview, it has been pointed out that focal company has various formal partnerships with supporting organizations like Information and Communication Technology Agency (ICTA) Sri Lanka, Export Development Board (EDB) of Sri Lanka and Ministry of Technology Sri Lanka. In the interviews, it was emphasized that the company has gained numerous advantages from participating in the Tech Startup Support Program provided by ICTA Sri Lanka. In this program, the company has

participated in numerous networking events and business promotion gatherings. However, it has been highlighted that many government institutions are focusing less on service SMEs and many opportunities are available for production-based SMEs. In addition to the institutional networks, findings have revealed that collaborative networks between companies play a crucial role in SME expansion. Literature has pointed out that partnerships can come in different types such as formal backing, strategic partnerships, joint ventures, consortia, and supplier-purchaser connections. By working together in collaborative networks, SMEs can make the most of their different strengths, pool resources to reduce risks and costs, and take advantage of synergies to pursue global opportunities with greater success. The interview disclosed that inter-firm collaborative networks play a more important role in the IT industry compared to other industries. Support from other IT firms is crucial for IT companies to offer customized solutions to each client.

**Informal social networks:** Informal social connections, like the proprietors' personal network, membership in various societies, alumni groups, etc., are important for helping SMEs share knowledge, receive social assistance, and make informal referrals. Interview exposed that company utilizes multiple informal network connections to discover potential business opportunities and initiate new conversations with clients. Moreover, the owner emphasized that informal connections can give the company important access to insider knowledge, referrals, and mentorship, which are crucial for successfully navigating the challenges of global markets.

**Virtual networks and digital platforms:** Interview has revealed that Virtual Networks and Digital Platforms are important tools for SME internationalization, despite being previously neglected in literature. These platforms allowed focal company to engage with potential collaborators, clients, and vendors globally via online platforms like social media, e-commerce websites, and business networking sites. The owner highlighted that virtual networks provided the company with a new level of reach, scalability, and affordability in their efforts to expand globally, helping them to conquer the conventional challenges of distance and accessibility. Additionally, it has been emphasized that the company heavily relies on social media to establish and leverage digital
connections. This discovery aligns with Coviello's (2006) suggestion that immediate global expansion by new companies is linked to higher levels of proactive networking strategies. Further to the interview findings, secondary data from the company's website, LinkedIn and Facebook pages have been thoroughly examined for a period of 03 months. Summary of the analysis is presented in Table 1.

Based on the Table 1, it can be noticed that the focal has been heavily utilizing website and social media to enrich their networking efforts. Moreover, based on the contents published in

the social media, it can be identified that company's LinkedIn page is focusing more on formal networks and while Facebook is focusing both formal, informal and social networks.

The aforementioned analysis has shown that there are a variety of advantages to networks, as well as several kinds of networks that can assist IT-based SMEs. Based on these considerations, we decided to incorporate our research findings in to a model as depicted in Fig. 1. We think that this model will help a lot of IT-based SMEs understand how to use their networks to leverage internationalization (Westerlund, 2020).

<table><caption>Table 1. Analysis of virtual networks and digital platforms</caption><thead><tr><td>Platform</td><td>No of followers</td><td>Post frequency (last 03 months)</td><td>Reach</td><td>Content posted</td></tr></thead><tbody><tr><td>Website</td><td>Data not available</td><td>3</td><td>Potential customers</td><td>-Company information<br/>-Services offered<br/>-Recent projects</td></tr><tr><td>LinkedIn</td><td>685</td><td>8</td><td>Potential customers, current clients, professionals, companies, industry networks, professional networks</td><td>- Regular job postings and professional updates<br/>- Focus on company culture, product releases, and thought leadership<br/>-Recent projects, events participated, conferences and cooperate meetings attended</td></tr><tr><td>Facebook</td><td>568</td><td>12</td><td>General public, Potential customers, current clients, professionals, companies, social networks</td><td>- Frequent updates (daily)<br/>- Focus on product launches, events, and community engagement<br/>- Active customer support with quick response times</td></tr></tbody></table>

Source: Author compiled through investigation of the various web-based platforms of focal company

<figure><img src="image_4.png" /><figcaption>Fig. 1. Model for network-based SME internationalization</figcaption></figure>

Source: Author compiled
# 5. IMPLICATIONS AND CONCLUSIONS

This study examined the influence of network competences on the internationalization journey of IT-based SME in Sri Lanka. Single case study approach has been utilized in this study. The findings of the in depth interviews highlighted various facets of network relationships and their importance in focal company's internationalization journey. Our results indicated the company maintain three main types of network relationships namely; formal, informal and virtual and digital networks. Many SMEs due to the lack of understanding on networking competencies, maintain the network relationships only with their clients. Based on the findings of the case study organizations can focus on all three types of networks identified in the case study to harness the unique benefits from each type of network relationship. Specially, virtual networks and digital platforms have gained a significant attention in the contemporary business world. Social media play a significant role as an effective medium for business networking in today's business world. SMEs can specially use social networking sites such as Facebook and LinkedIn to collaborate with clients, other firms and other markets. Further, most of the Sri Lankan SMEs has reluctant to get government support due to misconception that government is always a hassle to conduct their business activities. However, findings of our case study revealed that focal company has gained financial support to serve their first international client through a support programme offered by the government. The case study revealed that networking competencies assist companies in various ways such as market access & expansion, resource sharing & collaboration and enhanced reputation & credibility. These findings will shed light many firms to harness the benefit of networks who are lacking resources to expand internationally. By expanding the network perspective to include virtual and digital networking platforms as a unique and crucial kind of network relationship, this study adds to the body of literature on SME internationalization. While formal and informal networks are typically the focus of existing typologies (Coviello & Martin, 1999; Harris & Wheeler, 2005), the results of this case show that digital platforms like Facebook and LinkedIn can serve as strategic enablers of rapid market entry, especially for SMEs in emerging economies with limited resources. By presenting digital networks

as active mechanisms for fostering relationships rather than just as tools for communication, this goes beyond network theory and can either replace or enhance more conventional network structures.

Although this study provides insightful information, its conclusions are based on a single-case design, which inevitably restricts how broadly the findings can be applied. The conclusions may not be applicable to other SMEs, especially those in non-IT sectors or different institutional environments, depending on the focal firm's industry, size, and market context. By performing multi-case comparative studies across various industries and geographical contexts to investigate whether comparable network dynamics emerge, future research could overcome these limitations. By monitoring how network strategies change over time and in response to outside shocks like market disruptions or technological advancements, longitudinal studies could further deepen our understanding.

In summary, the analysis underscores the multifaceted role of networks in stimulating SME internationalization, highlighting the diverse benefits they offer and the various types of relationships that SMEs cultivate within networks to harness these benefits effectively. Understanding the dynamics of networks and cultivating strategic relationships are essential components of SMEs' internationalization strategies in an increasingly interconnected global economy. Future studies are encouraged to focus their attention on industries other than IT and study multiple cases to access the similar findings.

# DISCLAIMER (ARTIFICIAL INTELLIGENCE)

Author(s) hereby declare that NO generative AI technologies such as Large Language Models (ChatGPT, COPILOT, etc.) and text-to-image generators have been used during the writing or editing of this manuscript.

# COMPETING INTERESTS

Author has declared that no competing interests exist.

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