Abstract
The 4th industrial revolution is forcing industry towards its technological, productive and human requalification. In this paradigmatic shift, technology plays a key role and organisations must know, understand and dominate the intricacies of industry 4.0. However an issues arises: aren't we putting technology ahead of the processes ?. The truth is that 140 project are being implemented in different velocities in different companies and regions, even a small country like Portugal. Actually, despite of industries leaders agreed on the importance of the technological requalification (maybe pushed by the mediatism of the 4th industrial revolution), there is a lack of installed capability to embrace such projects. This concern is amplified when considering Portuguese sub regions. The impact of the 140 concept in the Portugues sub regions is the main motivation for his study on the Tamega e Sousa region. The study combines the perspective/situation of the industry and the software houses.. The way the 14.0 concept is being understood by the organisations in the Tamega and Sousa region, and the degree of preparation for the phenomenon is discussed in this paper. The awareness of the lack of preparation of the organisations for the adoption of 140. strategies or 14.0 projects 14.0, together with the inability of the region's software houses to reverse this situation, led to the presentation of a practical set of recommendations. The framework of recommendations pragmatically translates the different dimensions associated with the challenges inherent in 14.0.

Abstract
The Portuguese footwear industry is aware that success in the value chain is directly tied to information sharing and the development of collaborative networks, which are consequences of the constant rapid market changes. In this paper a state-of-the-art of the Portuguese footwear sector is presented, giving special focus to the cluster of Felgueiras and the good practices that are applied to it. Next, B2B and eCommerce domains will be discussed, as well as the good practices and information systems that support them. Afterwards, a list of functional and non-functional requirements, which have been validated and prioritized using a case studies approach, will be presented. Finally, it will be presented a non-functional prototype for an eC-B2B platform for the footwear sector.

Abstract
We analyze the relationship between cultural values, societal values and the type of the economy with necessity-driven, opportunity-driven and improvement-driven entrepreneurship. We take into account GEM's data from 56 countries. These reports are also used to characterize the three types of entrepreneurship, the societal values and the type of economy. We approach national culture through the five dimensions of Hofstede's work on cultural values using the Values Survey Module 2013 (based on Hofstede's work). Cultural values marginally explain necessity-driven and opportunity-driven entrepreneurship. In turn, societal values only explain improvement-driven entrepreneurship. Finally, the type of economy is important in explaining necessity-driven and opportunity-driven entrepreneurship, however it is of no added value in explaining improvement-driven opportunity. One needs to be cautious when drawing general conclusions as we believe that societal values are failing to capture differences among the types of entrepreneurship analyzed.

Abstract
The internationalization of firms is a growing important phenomenon in the Economy. Thus, to face the new competitive challenges of globalized markets, industrial small and medium-sized enterprises (SMEs) need to implement new organizational approaches to take on new challenges in international markets. Based on a case study, this chapter reviews the literature on internationalization theories. Drawing on the network-based approach and on the resource-based view of the firm, we examine how collaborative new product development processes played a fundamental role in the internationalization process of a SME using a relationship-based perspective. The featured case concerns to a successful ex-small technical textile firm that leveraged its competitive strategy, climbed up the value chain, and extended its international activities following a technology-based path.

Abstract
The existing literature on internationalization and purchasing is vast; however, the inward internationalization perspective is an under-researched topic. In this chapter, the authors review the literature on internationalization of small and medium enterprises (SMEs) to understand the main reasons behind international purchasing and the role of experience on internationalization. Using a survey and descriptive statistics, the results from 56 respondents show that SMEs source from a small number of countries and hold those relationships for several years. The main reasons underlying international purchases are lower prices and better product quality, regardless of goods availability on the domestic market. This chapter has some limitations concerning its exploratory nature, pertaining to its sample size. Some future research avenues are presented such as a deeper look on how internationalization processes differ when SMEs begin their activity by inward rather than by outward activities.

Abstract