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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate born global (BG) business organizations that (from or near their founding) seek superior performance. Design/methodology/approach -The methodology is based on a multi-case analysis of interviews conducted with five BG enterprises in which it evaluates, compares and contrasts the views of owner founders. Findings -It seems clear to the authors that organizational structure, the entrepreneurial processes adopted in creating firms, as well as marketing and learning orientation are all crucial ingredients in the successful early internationalization of enterprises from emerging economies. Originality/value -Although there are a number of studies on BG firms and a well-developed literature on entrepreneurial marketing, to the best of the knowledge, this is one of the earliest studies evaluating the synergetic effect of entrepreneurial marketing and issues that arise from the commingling of organisational dynamics, resources and the performance of small-and medium-sized enterprises (SMEs) from emerging economies in the international arena. The paper contributes to scholarly discourse on the internationalization process of BG firms. The paper has practical relevance to entrepreneurs and SME from in emerging markets.

Purpose The purpose of this paper is to examine the effects of market, technology, and entrepreneurial orientations (EOs) on both innovation and firm performance. It analyzes the mediating effects of incremental and radical innovation within the context of entrepreneurial firms in Turkey, an emerging economy. Design/methodology/approach This study empirically analyses the impact of strategic orientations on firm performance through innovation with a sample of 818 small and medium enterprises in Turkey. To test the proposed model, LISREL is used. Findings Proactive market orientation (MO) and technology orientation (TO) lead to radical innovation, while responsive MO strongly affects incremental innovation. EO impacts performance directly and indirectly via both incremental and radical innovation. Practical implications Finding suggests that senior management of firms, especially in emerging economies should encourage marketing managers to focus on key trends of markets, both existing and emerging. These marketing managers should find and work with lead users to improve radical product development. This means that those managing marketing need to be well schooled in technology, and they should also possess a proactive MO. Originality/value The present study employs a two-part view of the MO construct (responsive and proactive MO). This conceptualization provides a greater degree of precision in the use of the MO concept which was rarely employed in prior studies. Moreover, this paper views strategic orientations as drivers of innovation and examines how radical and incremental innovation mediate the effects of MO, EO and TO on firm performance. Finally, this is one of the few studies to look at all of these factors simultaneously and to include the two-part view of MO.

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PurposeThe purpose of this research is to identify non‐sector‐specific brand and reputation‐based factors that distinguish successful entrepreneurs and small to medium‐sized enterprises (SMEs) from their larger counterparts. These distinguishing factors provide the building blocks for a theoretical (resource‐based view) model for demonstrating the pivotal role of brand, organizational identity (OI), and reputation building for large enterprises and small businesses in knowledge economies.Design/methodology/approachTo explore (theoretically) and explain (empirically) observed reality through qualitative investigation. This approach conceptualises and explains reality, and puts forward empirical findings as representations of theoretically postulated relationships between entrepreneurial success and brand/OI/reputation. The primary data are from in‐depth interviews with a sample of firms located in Staffordshire/West‐Midlands/regions, UK.FindingsSuggest that branding and reputation building are key resources, which allow an organization to be successful over an extended period of time. In terms of research design and methods, we found that an interdisciplinary approach is important in further exploration of the nexus between brand/organization identity/reputation and entrepreneurship. Because they are fuzzy concepts loaded with meaning and interpretations, they are explored better through qualitative data in the first instance. These findings are germane for paradigmatic development to distil the ideas, explanations and the reality that binds the concepts (brand/organization identity/reputation).Originality/valueThis work is original and innovative because it goes beyond inductively derived “theory” to an unswerving location of brand, OI, and reputation within commensurable theory at the heart of successful market strategy for SME organizations. Supporting empirical observations, development of coherent conceptual framework and theoretical rigour mark out this work as beyond those identified within previous studies.