ABSTRACT
The present chapter illuminates aspects of managerial behaviour concerning the internationalisation of SMEs in emerging markets through the lens of two related phenomena: the “illusion of control” and the “deprivation of control.” The chapter takes inspiration from management control literature, which points to existing tensions in the behavioural patterns shown by managers during organisational processes. We adapt ideas from the management control literature to an international entrepreneurship context with a focus on SME entrepreneurs and their practices in an emerging market. Based upon a case study from Norwegian SMEs with long-standing international operations in Russia, the chapter provides the following learning points: firstly, “illusion of control” and “deprivation of control” represent distinct managerial mindsets, which are embodied in the entrepreneurial practices of SME entrepreneurs. Secondly, these mindsets can be conducive to the development of their international operations in emerging markets over time when they instigate a necessary change from purely trust-based practices towards a mix of trust and control. Thirdly, the mindsets of SME entrepreneurs can also be detrimental to the growth and performance strategies in Russia when trust-based practices remain dominant over time even though important market dynamics and political-institutional changes push the entrepreneurs towards more control-based practices.
