84 research outputs found

    Is More Always Better? Risk Trade-offs among Internationalizing New Ventures

    Get PDF
    Purpose – The purpose of this paper is to investigate how ventures manage the negative returns associated with higher levels of internationalization. Many new ventures are internationalizing to fully exploit new innovations and/or gain access to larger markets. Yet at some point the rising costs associated with internationalization outweigh any benefits, resulting in an inverted U-shaped relationship between internationalization and performance. Design/methodology/approach – New ventures are theorized to better manage high levels of internationalization by limiting exposure to other sources of risk. This can be achieved by leveraging greater size and/or limiting simultaneous diversification efforts on product innovation. To test the hypotheses, a regression using Heckman selection was run using a sample of 210 US-based, publicly held ventures in high-technology industries. Findings – The results confirm that when higher levels of internationalization are coupled with either a low emphasis on product innovation or larger size, the negative returns are mitigated and actually become positive. Research limitations/implications – A key implication lies in recognizing the role of risk management for internationalizing ventures. Future research could benefit by testing for generalizability in other countries as well as among privately held ventures. Practical implications – To manage the trade-offs associated at higher levels of internationalization, ventures need to maintain a low emphasis on product innovation or meet a threshold in terms of size. Originality/value – The value of this research lies in better understanding how ventures are able to overcome rising costs at higher levels of internationalization

    Venture Capitalists as Catalysts to New Venture Internationalization: The Impact of Their Knowledge and Reputation Resources

    Get PDF
    Venture Capitalists (VC) play an important role in influencing the strategic direction of the firms in which they invest. The findings of this study reveal that VCs can serve as a catalyst to new venture internationalization through the provision of knowledge and reputation resources. Furthermore, the international knowledge of a VC is more positively related to new venture internationalization when the VC is also reputable

    Beating Competitors to International Markets: The Value of Geographically Balanced Networks for Innovation

    Get PDF
    Being able to launch new products internationally is critical for technology-based ventures to recoup the high costs of R&D and to exploit their innovations fully. Despite the widely recognized importance of networks within the innovation development process, there appear to be contrasting viewpoints as to whether local or foreign network partners contribute more in the race to internationalize. Drawing on the theoretical underpinnings of comparative advantage, we propose and empirically confirm that ventures pursuing a balance of local and foreign network connections for the development of an innovation are able to bring the product more rapidly into the international marketplace. Furthermore, both innovation complexity and industry clockspeed heighten the importance of geographic network balance to the speed of product internationalization

    International entrepreneurship in SMEs: a study of influencing factors in the textile industry

    Full text link
    The final publication is available at Springer via http://dx.doi.org/10.1007/s11365-012-0242-3International entrepreneurship is an incipient research area with a rapidly increasing body of knowledge and contributions. An important part of this literature has focused on the analysis of the contributing factors to IE development. From these studies, this work attempts to analyse and validate through an integrative model the effect on this construct in SME of some of the main factors proposed by the literature such as Skills and Competences, Attitude and Proactiveness, Creativity and Innovation, Networking, Employees and Activity. To proceed with this aim, we conducted an empirical research focused on 174 textile SME in Spain. The results obtained confirm a positive relationship between the studied factors and the IE development. In consequence, this work agrees with previous literature that point out the need to use multi-theoretical perspectives, combining multiple factors.Gil Pechuán, I.; Expósito Langa, M.; Tomas Miquel, JV. (2013). International entrepreneurship in SMEs: a study of influencing factors in the textile industry. International Entrepreneurship and Management Journal. 9(1):45-57. doi:10.1007/s11365-012-0242-3S455791Akgün, A., Keskin, H., & Byrne, J. (2012). Organizational emotional memory. Management Decision, 50(1), 95–114.Andersén, J. (2011). Strategic resources and firm performance. Management Decision, 49(1), 87–98.Anderson, A. R., Dodd, S. D., & Jack, S. L. (2012). Entrepreneurship as connecting: some implications for theorising and practice. Management Decision, 50(5), 958–971.Appelbaum, S. H., Roy, M., & Gilliland, T. (2011). Globalization of performance appraisals: theory and applications. Management Decision, 49(4), 570–585.Arribas, I., Hernández, P., Urbano, A., & Vila, J. E. (2012). Are social and entrepreneurial attitudes compatible? A behavioral and self-perceptional analysis. Management Decision, 50(10), 1739–1757.Audretsch, D. (2012). Entrepreneurship research. Management Decision, 50(5), 755–764.Autio, E., Sapienza, H. J., & Almeida, J. G. (2000). Effects of age at entry, knowledge intensity, and imitability on international growth. Academy of Management Journal, 43, 909–924.Bannon, L. (1998). Mattel plans to double sales abroad. Wall Street Journal, February 11, (A3 and A8).Battistella, C., Biotto, G., & De Toni, A. (2012). From design driven innovation to meaning strategy. Management Decision, 50(4), 718–743.Bell, J., McNaughton, J., Young, R., & Crick, D. (2003). Towards an integrative model of small firm internationalization. Journal of International Entrepreneurship, 1, 339–362.Bonzo, P., Valadares de Oliveira, P., & McCormarck. (2012). Planning, capabilities, and performance: an integrated value approach. Management Decision, 50(6), 1001–1021.Bossak, J., & Nagashima, S. (1997). Corporate strategies for a borderless world: sharpening your competitive edge. Tokyo: Asian Productivity Organization.Cambra-Fierro, J., Florin, J., Perez, L., & Whitelock, J. (2011). Inter-firm market orientation as antecedent of knowledge transfer, innovation and value creation in networks. Management Decision, 49(3), 444–467.Cantarello, S., Nosella, A., Petroni, G., & Venturini, K. (2011). External technology sourcing: evidence from design-driven innovation. Management Decision, 49(6), 962–983.Chang, Y. Y., Hughes, M., & Hotho, S. (2011). Internal and external antecedents of SMEs’ innovation ambidexterity outcomes. Management Decision, 49(10), 1658–1676.Chaston, I., & Scott, G. J. (2012). Entrepreneurship and open innovation in an emerging economy. Management Decision, 50(7), 1161–1177.Coviello, N. E., & Jones, M. V. (2004). Methodological issues in international entrepreneurship research. Journal of Business Venturing, 19, 485–508.Coviello, N. E., & McAuley, A. (1999). Internationalization and the smaller firm: a review of contemporary empirical research. Management International Review, 39, 223–256.Covin, J., & Slevin, D. (1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10(1), 75–87.Covin, J., & Slevin, D. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship Theory and Practice, 16, 7–25.Davis, D., Morris, M., & Allen, J. (1991). Perceived environmental turbulence and its effect on selected entrepreneurship, marketing, and organizational characteristics in industrial firms. Journal of the Academy of Marketing Science, 19(1), 43–51.Dean, C. C., Thibodeaux, M. S., Beyerlein, M., Ebrahimi, B., & Molina, D. (1993). Corporate entrepreneurship and competitive aggressiveness. A comparison of U.S. firms operating in eastern Europe and the Commonwealth of Independent States with U.S. firms in other high-risk environments. Advances in International Comparative Management, 8, 31–54.Dess, G. G., & Robinson, R. B. (1984). Measuring organizational performance in the absence of objective measures: the case of privately held firms and conglomerate business units. Strategic Management Journal, 5, 265–273.Dess, G. G., Lumpkin, G. T., & Covin, J. G. (1997). Entrepreneurial strategy making and firm performance: tests of contingency and configurational models. Strategic Management Journal, 18, 677–695.Díaz-Casero, J. C., Díaz-Aunión, A., Sánchez-Escobedo, M. C., Coduras-Martinez, A., & Hernández-Mogollón, R. (2012). Economic freedom and entrepreneurial activity. Management Decision, 50(9), 1686–1711.Dimitratos, P., & Plakoyiannaki, E. (2003). Theoretical foundations of an international entrepreneurial culture. Journal of International Entrepreneurship, 1, 187–215.Dubini, P., & Aldrich, H. (1991). Personal and extended networks are central to the entrepreneurial process. Journal of Business Venturing, 6, 305–313.Felício, J. A., Rodrigues, R., & Caldeirinha, V. R. (2012). The effect of intrapreneurship on corporate performance. Management Decision, 50(10), 1717–1738.Goktan, A. B., & Miles, G. (2011). Innovation speed and radicalness: are they inversely related? Management Decision, 49(4), 533–547.Gómez-Haro, S., Aragón-Correa, J. A., & Cordón-Pozo, E. (2011). Differentiating the effects of the institutional environment on corporate entrepreneurship. Management Decision, 49(10), 1677–1693.Hitt, M. A., Ireland, R. D., Camp, S. M., & Sexton, L. D. (2001). Strategic entrepreneurship: entrepreneurial strategies for wealth creation [Special Issue]. Strategic Management Journal, 22(6), 479–492.Hotho, S., & Champion, K. (2011). Small businesses in the new creative industries: innovation as a people management challenge. Management Decision, 49(1), 29–54.Hu, Y.-S. (1995). The international transferability of competitive advantage. California Management Review, 37(4), 73–88.Huarng, K. H., & Yu, T. H. K. (2011). Entrepreneurship, process innovation and value creation by a non-profit SME. Management Decision, 49(2), 284–296.Jones, M. V. (1999). The internationalization of small UK high technology based firms. Journal of International Marketing, 7, 15–41.Jones, M. V., & Coviello, N. E. (2005). Internationalization: conceptualising and entrepreneurial process of behaviour in time. Journal of International Business Studies, 36(3):284–303.Khandwalla, P. (1977). The design of organizations. New York: Harcourt Brace Jovanovich.Knight, G. A., & Cavusgil, S. T. (2004). Innovation, organization capabilities, and the born-global firm. Journal of International Business Studies, 35, 124–141.Kropp, F., Lindsay, N. J., & Shoham, A. (2006). Entrepreneurial, market, and learning orientations and international entrepreneurial business venture performance in South African firms. International Marketing Review, 23(5), 504–523.Liebeskind, J. P. (1996). Knowledge, strategy, and the theory of the firm. Strategic Management Journal, 17, 93–107.Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial construct and linking it to performance. Academy of Management Review, 21, 135–172.McDougall, P. P., & Oviatt, B. M. (2000). International entrepreneurship: the intersection of two research paths. Academy of Management Journal, 43, 902–908.McDougall, P. P., Shane, S., & Oviatt, B. M. (1994). Explaining the formation of international new ventures: the limits of theories from international business research. Journal of Business Venturing, 9, 469–487.McGrath, R. G., MacMillan, I. C., & Venkataraman, S. (1995). Global dimensions of new competencies. In S. Birley & I. C. MacMillan (Eds.), International entrepreneurship. New York: Routledge.McNaughton, R. B. (2001). The export mode decision-making process in small knowledge- intensive firms. Market Intelligence and Planning, 19, 12–20.McNaughton, R. B. (2003). The number of export markets that a firm serves: process models versus the born-global phenomenon. Journal of International Entrepreneurship, 1, 297–311.Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure and process. New York: McGraw-Hill.Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791.Miller, D., & Friesen, P. (1984). Organizations: a quantum view. Englewood Cliffs: Prentice-Hall.Morrow, J. F. (1988). International entrepreneurship: a new growth opportunity. New Management, 3, 59–61.Murphy, G. B., Trailer, J. W., & Hill, R. C. (1996). Measuring performance in entrepreneurship research. Journal of Business Research, 36, 15–23.Naman, J. L., & Slevin, D. P. (1993). Entrepreneurship and the concept of fit: a model and empirical tests. Strategic Management Journal, 14, 137–153.Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision, 49(1), 55–72.Oviatt, B. M., & McDougall, P. P. (1994). Toward a theory of international new ventures. Journal of International Business Studies, 25(1), 45–64.Oviatt, B. M., & McDougall, P. P. (1999). A framework for understanding accelerated international entrepreneurship. In R. Wright (Ed.), Research in global strategic management (pp. 23–40). Stamford: JAI Press.Oviatt, B. M., & McDougall, P. P. (2005). Defining international entrepreneurship and modeling the speed of internalization. Entrepreneurship Theory & Practice, 29(5), 537–554.Peiris, I.K., Akoorie, M.E.M., & Sinha, P.N. (2012). International entrepreneurship: A critical analysis of studies in the past two decades and future directions for research. Journal of International Entrepreneurship. Article in press.Pinchot, G., III. (1985). Intrapreneuring: why you don’t have to leave the corporation to become entrepreneur. New York: Harper and Row Publishers.Porter, M. (1990). The competitive advantage of nations. London: Collier-Macmillan.Renko, M., Shrader, R. C., & Simon, M. (2012). Perception of entrepreneurial opportunity: a general framework. Management Decision, 50(7), 1233–1251.Sandulli, F. D., Fernandez-Menendez, J., Rodriguez-Duarte, A., & Lopez-Sanchez, J. I. (2012). Testing the Schumpeterian hypotheses on an open innovation framework. Management Decision, 50(7), 1222–1232.Santos, F. J., Romero, I., & Fernández-Serrano, J. (2012). SMEs and entrepreneurial quality from a macroeconomic perspective. Management Decision, 50(8), 1382–1395.Shama, A. (1995). Entry strategies of U.S. firms to the former Soviet Bloc and Eastern Europe. California Management Review, 37(3), 90–109.Simon, H. (1996). Hidden champions: lessons from 500 of the world’s best unknown companies. Boston: Harvard Business School Press.Singh, S., Darwish, T. K., Costa, A. C., & Anderson, N. (2012). Measuring HRM and organisational performance: concepts, issues, and framework. Management Decision, 50(4), 651–667.Smart, T. (1996). GE’s Welch: ‘Fighting like hell to be No. 1’. Business Week, July 8, 48.Snow, C., & Hrebiniak, L. (1980). Strategy, distinctive competence, and organizational performance. Administrative Science Quarterly, 25, 317–336.Stevenson, H. H., & Jarillo, J. C. (1990). A paradigm of entrepreneurship: entrepreneurial management. Strategic Management Journal, 11, 17–27.Styles, C., & Seymour, R. G. (2006). Opportunities for marketing researchers in international entrepreneurship. International Marketing Review, 23(2), 126–145.Turner, R., Ledwith, A., & Kelly, J. (2012). Project management in small to medium-sized enterprises: tailoring the practices to the size of company. Management Decision, 50(5), 942–957.Venkatraman, N., & Ramanujam, V. (1986). Measurement of business performance in strategy research: a comparison of approaches. Academy of Management Review, 11, 801–814.Vlasic, B. (1998). The little car that could carry Chrysler overseas. Business Week, 19, 39.Welbourne, T. M., Neck, H., & Meyer, G. D. (2012). The entrepreneurial growth ceiling: using people and innovation to mitigate risk and break through the growth ceiling in initial public offerings. Management Decision, 50(5), 778–796.Williamson, P. J. (1997). Asia’s new competitive game. Harvard Business Review, 75(5), 55–67.Yeoh, P. L. (2004). International learning: antecedents and performance implications among newly internationalizing companies in an exporting context. International Marketing Review, 21(4/5), 511–535.Zahra, S. A. (1991). Predictors and financial outcomes of corporate entrepreneurship. An exploratory study. Journal of Business Venturing, 6(4), 259–285.Zahra, S. A. (1993a). Environment, corporate entrepreneurship and financial performance. A taxonomic approach. Journal of Business Venturing, 8(4), 319–340.Zahra, S. A. (1993b). A conceptual model of entrepreneurship as firm behavior: a critique and extensión. Entrepreneurship Theory and Practice, 17(4), 5–21.Zahra, S. A., & George, G. (2002). International entrepreneurship: the current status of the field and future agenda. In M. A. Hitt, R. D. Ireland, S. M. Camp, & D. L. Sexton (Eds.), Strategic entrepreneurship: creating a new mindset. Oxford: Blackwell Publishers.Zahra, S. A., Jennings, D. F., & Kuratko, D. F. (1999). The antecedents and consequences of firm-level entrepreneurship: the state of the field. Entrepreneurship Theory and Practice, 24(2), 45–63.Zhou, L. (2007). The effects of entrepreneurial proclivity and foreign market knowledge on early internationalization. Journal of World Business, 42(3), 281–293

    A conceptual study of immigrant born globals and their multinationalization process

    Get PDF
    We build on the growing interest in born globals by examining the multinational growth pattern of immigrant new ventures, as opposed to that of native entrepreneurial new ventures. The multinational growth pattern of native new ventures, especially those originating from small home markets and/or lacking international market experience or networks, has been explained in the international business (IB) research using the Uppsala stage model. The Uppsala model postulates that the new ventures build their international absorptive capacity for discovering and accessing external knowledge by focusing on the psychically proximate nations and using low committed entry and growth modes, and then taking calculated risks to escalate their distance and commitment in a linear mode to reap positive rewards. We draw on the immigrant entrepreneur, social network, and related literatures to postulate that new immigrant ventures are more likely to be able to enter host markets that are psychically distant from their home markets and using higher committed entry and growth modes. Moreover, their founders are more likely to be cognitively and emotionally comfortable in pursuing non-linear approaches to sequential market entry and commitment mode choices. We discuss the implications of the varying balance of home vs. host market forces on the multinationalization process of alternative types of firms discussed in the literature

    High-potential concepts, phenomena, and theories for the advancement of international entrepreneurship research

    Get PDF
    The purpose of this special issue on international entrepreneurship (IE) is to explore concepts, phenomena, and theories with high potential to advance the field. Rather than identify concepts from the extant IE literature, we took the more novel approach of challenging leading researchers to write about IE-relevant issues through the perceptual lenses of their own, or other scholarly domains. Through this process of cross-fertilization, our intention was to generate new topics and fresh insights, alternative arguments, and constructs. The issue's seven articles enrich concepts and theories for IE; advance complementary, or competing arguments that underpin IE thinking; and open the IE dialogue to issues of current global significance
    corecore