Abstract
Purpose The purpose of this paper is to review the existing research on industrial divestment in order to identify the reasons for it, the process whereby it is achieved, and the outcomes of industrial sell-offs and closures. The study reports the main findings that have gained acceptance in the literature, gaps in the research and potential directions for future research. Design/methodology/approach A three stage systematic literature review protocol was used to conduct this review. The results are organized according to an "Antecedents - Process - Outcomes" framework. Findings The traditional accounts of industrial divestment have been framed in terms of firms' weak performance and over-diversification as antecedents to divestment, leading to corporate governance issues. However, the list of antecedents of industrial divestment is more extensive. There is no consensus over the impact of some factors on divestments, as is the case of firm and unit size. The results are not conclusive as to whether firm performance improves after divesting. Originality/value This paper synthesizes knowledge of the main reasons as to why firms completely dispose of their assets, contributing to this under-researched field.

Abstract
When compared to other fields of research such as mergers and acquisitions, corporate divestment is under researched. There are at least three main reasons for this: the environment in which corporate divestment research has taken place has caused divestments to be understood as acquisition-driven rather than strategy-driven, the scope and distinct modes of divestment, and the difficulties in isolating the divestment phenomena. The objective of this chapter is to review the main theoretical approaches used in the study of divestment, to analyze their contribution to the field, and to discuss whether new approaches are needed in divestment research. Most studies of divestment are based on the concept that divestment is the outcome of poor unit performance, and the reversal of previous over-diversification and growth strategies that expanded the company size beyond optimal control. This chapter proposes four future lines of research into corporate divestment: the international business strategy, the network perspective, the stakeholders' perspective, and the institutional theory.

Abstract
Although companies seek to export in order to meet the growing importance of international markets, vis-à-vis domestic markets, this chapter presents a case study of a company founded by two former high school teachers who started a beverage company in 2015 and quickly reached an early internationalization. The company produces alcoholic beverages and has won international awards regarding the quality of its product, which has given it an important status and opened the door to a process of rapid internationalization. This will be used to explore the theory of entrepreneurship and how two potential entrepreneurs, with employment difficulties in teaching, began with a project that gave birth to a born global firm.

Abstract
Innovation capabilities are important for firms to compete in the market. However, the literature has rarely examined how exploitative and exploratory innovation influences the export performance of small and medium-sized firms (SMEs). As exploitative and exploratory innovation plays different roles in sustaining SMEs' competitive advantages, this article presents an analysis of how four specific firms' innovation capabilities (i.e. marketing, strategy, research and development and manufacturing capabilities) impact these SMEs' export performance. Moreover, this study analysed how exploitative and exploratory innovation capabilities mediate the relationship of the four firms' internal innovation capabilities and export performance. The results indicate that exploitative innovation positively influences SMEs' export performance, but exploratory innovation does not. Another interesting finding is that strategy and manufacturing capabilities are important antecedents of both exploratory and exploitative innovation. Furthermore, the results reveal that only manufacturing capabilities have a direct impact on export performance, whereas strategy and manufacturing capabilities are the antecedents that most influence exploitative innovation and export performance.

Abstract
The present study seeks to analyze the behavior of a technological start-up regarding its entry modes in foreign markets. It is based on the case study of a company in the field of 3D printing and takes into account the analysis of topics such as the internationalization of start-ups and modes of entry in foreign markets, considering several theories of internationalization. As the company analyzed is a start-up, the research is supported by the analysis of the characteristics present in the process of internationalization of small and medium-sized enterprises (SMEs). The study closes with the conclusion that this SME matches the profile of an International New Venture/Born Global (INV/BG), although the company takes advantage of the network-based theory and relationship orientation to enter international markets. The most used mode of entry by the company in international markets has been exporting activities.

Abstract
This chapter, based on a single case study, has as its main objective to analyze a real example of creating an inter-organizational network and to perceive what was done for the selection and creation of the strategic partnerships and inter-organizational network and what factors or conditions can inhibit these partnerships from having long-term success and throughout its life cycle. For this, a qualitative study based on action research and semi-structured interviews was conducted. Results show although many companies settle in inter-organizational networks to gain competitive advantage, cases of failure are still quite high. In this case, upstream partnerships have not been based on long-term trust and commitment, which has jeopardized the continuity of the network, although there is an express desire to re-establish contacts. The partnership established downstream did not show the same commitment to continue the partnership with a total termination of the relationship.