# Assessing SMEs' Internationalisation Strategies in Action
## 3 Phase of Content Analysis
(2017) [121] proposed a conceptual model that analyses the factors influencing the export performance of SMEs and integrates international entrepreneurship theory and international strategies. In summary, the literature that focuses on this area highlights a variety of internationalisation models for the international integration phase. The models were classified into three main categories: decision models (e.g., rational, bureaucratic and administrative), behavioural models, and operating models (e.g., organization of resources and skills). Ultimately, the authors who have done work on the internationalisation models for the international integration phase analysed behavioural models and operating models. It follows, therefore, a gap concerning the decision models understood treatment as the management approaches of the decisions in the phase of integration. We propose in Table 9 a summary of the topics covered by the articles of the authors examined. **Area 7: International extension barriers**  
The seventh area includes 9 papers and focuses on international extension barriers. Following is a description of the study's objective, the methodology used, and the results obtained. [PERSON] et al. (2015) [127] compared the influence of national institutional environments on the internationalisation of SMEs exporters from Tajikistan and Kyrgyzstan. The case study analysis suggests significant differences in the institutional environments facing SMEs exporters in the countries. Especially, SMEs exporters in Tajikistan seem to experience more stringent institutional constraints relative to their Kyrgyzstan counterparts, and this divergence in institutional environments appears to affect the internationalisation prospects and competitiveness of SMEs exporters adversely and favourably, respectively. [PERSON] (2014) [128] used both qualitative and quantitative method(s) to identify the key drivers and main barriers that can hamper the international growth of Malaysian SMEs. In doing so, 216 SMEs engaged in international business were surveyed, and 25 SMEs owners/managers were interviewed. Findings reported that the motives of international expansion varied among SMEs. Nevertheless, SMEs still face many institutional challenges that have confined firms from attaining paramount performance. [PERSON] et al. (2009) [129] investigated the initial internationalisation barriers experienced and perceived by small retailers based in the UK. Findings from case studies reported barriers related to the management (lack of vision, fear of losing control, and the lack of knowledge), related to the company (transfer of detail of the concept abroad, lack of resources, and lack of consolidation in the domestic market), and related to the external environment (legislation, currency, cultural differences, and logistics). [PERSON] (2008) [130] studied the changing patterns about SMEs' internationalisation in Western Europe towards Eastern European economies in transition, and why some industries in some countries are'stuck' in the initial stages of internationalisation. In this context, the EU's role was found both nutriment and barrier source in the SMEs internationalisation. [PERSON] et al. (2019) [131] analysed factors constraining the international growth of island-based nautical tourism organisations. For the research, a sample of 60 nautical tourism SMEs was interviewed. The study provided information about current conditions and barriers to the internationalisation process within the segment and also identify the profile of the firms with the best international performance. [PERSON] et al. (2017) [132] analysed the decision to enter a foreign market considering resource limitation. This study has used primary data collected through questionnaires from 212 Bangladesh SMEs.