Global expansion of SMEs: role of global market strategy for Kenyan SMEs

Journal of Innovation and Entrepreneurship

A Systems View Across Time and Space

Table 6 Logistics and distribution correlations

		Global expansion	29.1	29.2	29.3	29.4	29.5
Global expansion	Pearson’S Correlation	1	− 0.002	0.054	− 0.022	− 0.133	0.010
	Sig. (2-tailed)		0.986	0.597	0.830	0.193	0.920
	N	127	97	98	99	98	96
Handling of export documentation (29.1)	Pearson’S Correlation	− 0.002	1	0.202^*	0.445^**	0.388^**	0.123
	Sig. (2-tailed)	0.986		0.035	0.000	0.000	0.212
	N	97	111	109	109	108	105
Arranging for transportation for its products to foreign markets (29.2)	Pearson’s correlation	0.054	0.202^*	1	0.211^*	0.227^*	0.302^**
	Sig. (2-tailed)	0.597	0.035		0.025	0.016	0.001
	N	98	109	113	113	112	109
Coordination of the distribution of company’s products is a hindrance to global expansion (29.3)	Pearson’s correlation	− 0.022	0.445^**	0.211^*	1	0.623^**	0.121
	Sig. (2-tailed)	0.830	0.000	0.025		0.000	0.206
	N	99	109	113	115	114	111
Arranging for warehousing of the company’s products in global markets (29.4)	Pearson’s correlation	− 0.133	0.388^**	0.227^*	0.623^**	1	0.112
	Sig. (2-tailed)	0.193	0.000	0.016	0.000		0.242
	N	98	108	112	114	114	111
Collaboration with large firms in handling the logistics and the distribution of its products (29.5)	Pearson’s correlation	0.010	0.123	0.302^**	0.121	0.112	1
	Sig. (2-tailed)	0.920	0.212	0.001	0.206	0.242
	N	96	105	109	111	111	111