Business Strategies in Internationalisation Outcomes among SMEs
In this chapter, we investigate the influence of business strategies upon the internationalisation of SMEs. In particular, we investigate the effect of strategic aim for unique products development and quality focus, the two business strategies suggested to be linked to the international performance of rapidly internationalising firms by Knight and Cavusgil (2004). These firms have been defined as ‘born-globals’ (Rennie, 1993; Knight and Cavusgil, 1996; Madsen and Servais, 1997), and in Knight and Cavusgil’s (2004) article (see also Cavusgil and Knight, 2015), these business strategies, along with leveraging organisational competences, were suggested as acting as main intermediators of strategic orientation towards their increased performance.
KeywordsForeign Market Business Strategy International Performance International Entrepreneurship International Business Study
Unable to display preview. Download preview PDF.
- Knight, G.A. (1996). Born Global, Wiley International Encyclopedia of Marketing, 6.Google Scholar
- Knight, G.A. and Cavusgil, S.T. (1996). The Born Global Firm: A Challenge to Traditional Internationalization Theory, Advances in International Marketing, New York: Jai Press, 11–26.Google Scholar
- — (2005). ‘A taxonomy of born-global firms’, Management International Review, 45(3), 15–35.Google Scholar
- OECD (2005). OECD SME and Entrepreneurship Outlook: 2005, OECD Paris, p. 17.Google Scholar
- Rennie, M.W. (1993). ‘Born global’, McKinsey Quarterly, 4, 45–52.Google Scholar