The aim of this paper is to examine the profile of international manufacturing firms located in Spain. After reviewing previous research on the internationalization of small and medium companies, we will look at whether the relevance of certain characteristics and key internationalization factors differ between firms following the traditional gradual internationalization process and firms internationalizing rapidly. Basically, economic literature points out that clients’, suppliers’, competitors’ and institutions’ networks and differentiation advantages such as marketing or technology play an essential role in the acceleration of the internationalization process. Our empirical analysis for the Valencian Community (a southern Spanish region) shows that some small and medium-sized companies exhibit an accelerated internationalization process. Research findings evidence that firms which admitted an accelerated internationalization process present greater integration in client networks and greater international orientation of sector and company. Our investigation does not find greater differentiation for rapidly internationalized Spanish manufacturing firms. Neither does it recognize suppliers’, competitors’ and institutions’ networks as key factors for developing a rapid internationalization process. Policy-makers and public agencies can benefit from these results: manufacturing sectors appear as targets for programmes focused on rapid internationalization promotion, networking and knowledge-based activities should be constantly encouraged in order to accelerate the internationalization process, entrepreneurs’ and managers’ international orientation and capabilities should also be promoted if more rapid internationalization process is desirable.

This paper seeks to enhance the understanding of the role of the industrial districts in the internationalization process of small and medium-sized enterprises (SMEs). The study focuses essentially upon the following issue: Can the location inside industrial districts influence the export performance and export intensity of the Spanish SMEs? To address this question, this study draws upon a sample of 285 manufacturing firms located in the Valencian community (a Spanish region) surveyed during the period January 2000 to March 2000. It is shown that industrial district location, marketing differentiation, institutional networks, clients' networks, competitors' networks and global orientation of sector and company have a clear influence on firms export performance and export intensity. The results are basically consistent with the limited previous research.

Innovation requires knowledge-intensive processes. In firms, group structures may lead to better innovation practices because knowledge pooled by the members through their networks enhances creativity and innovation processes. Knowledge sourced from networks is shaped by the specificity of the network. Using data on Spanish clusters, this article confirms that both teams and external knowledge contribute to innovation, and that combining external knowledge with team practices is effective. However, the benefits of this combination are contingent on the idiosyncrasies of the network in terms of density and geography. Cluster characteristics also determine the role of networks and teams.

The objective of this research is to examine in depth the brokerage roles that supporting institutions play in conducting local business and applying technical knowledge inside clusters. We identify three main roles: a coordination role, characterized by the efforts that organizations play in internally coordinating themselves and establishing a shared institutional framework; an interconnector role, where organizations foster communication along the value chain of the industry; and a gatekeeper role that allows organizations to connect cluster members with external networks. Results obtained in the Toy Valley cluster provide evidence that each kind of supporting organization tends to specialize in specific roles, since universities are best for a coordination role with regard to technical knowledge while private organizations are key for vertical communication and coordination. Similar results were obtained when analysing the extra-cluster contacts that these organizations develop as gatekeepers, as they tend to establish specific communication conduits with similar alters in external networks.

During the 1990s, a further development of the industrial district model was observed in some developed countries and industrial sectors. Due to the intense process of globalization, footwear district firms have gradually relocated some manufacturing activities through an international extension of their business networks. In this manner, the traditional pattern of integrated shoemaking is being replaced by a global supply chain stretching across different countries and cultures. Even though Spain has always been positioned at the top of the rank of footwear exporters, little attention has been paid to how Spanish footwear districts are handling the global competition and strategies implemented in order to achieve superior efficiency rates. This paper attempts to describe the international outsourcing activities (one of the most expanded strategies) in four footwear industrial districts. To reach our objective, data about imports of components and outward processing trade in provinces of the districts considered are deeply analysed. Special consideration has been paid to differences between provinces and districts. Finally, based on the issues reviewed and results obtained in previous sections, our paper includes conclusions and implications for policy makers and practitioners.