Despite an increasing number of studies identifying factors that influence the internationalization process for early internationalizing firms (EIFs), it remains unclear which of these numerous factors could play a strategic role and, more specifically, when. This paper develops a new conceptual framework anchored in the resource-based view to identify strategic resources that can explain EIFs’ internationalization process accurately over time. Building on a systematic literature review based on 102 papers covering a period of 29 years, we methodically present a phase-by-phase observation of EIFs’ internationalization process to identify the strategic relevance of different influential resources. The results highlight the importance of the shift from individual to organizational resources, which occurs at a critical phase of transition from the entry to the post-entry phase. Studying the evolution of strategic resources along four phases allows us to determine that the progress of EIFs through the phases of their internationalization process is closely linked to their resources’ development process. This study suggests some promising research avenues, at theoretical and methodological levels, and results in a series of concrete recommendations intended for entrepreneurs and/or managers of EIFs.

Despite their rapid internationalization, early internationalizing firms (EIFs) struggle to sustain their growth over time. Among the factors influencing their internationalization process, the diversity of human resources, and particularly its management, has yet to be studied. Building on different perspectives of diversity management, through the lens of the resource-based view, this study explores the role of diversity management during EIFs' internationalization process. The results of a multiple-case, qualitative study of French EIFs show that prevailing perspectives on diversity management within EIFs change with the nature of diversity as a resource (strategic, ordinary, or negative), with different influences on the firms' progress along the phases of the internationalization process. The findings highlight the importance of adopting a learning perspective on managing diversity, including specific management practices, during the transition between the entry and postentry phases of EIFs' internationalization process. This study thus suggests several propositions and theoretical contributions, along with managerial recommendations.

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