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The literature on firms’ early internationalization includes a huge number of studies investigating the entry stage of companies, while works on the post-entry growth and survival have recently been increasing. In this context, this study aims to better explain which factors determine the evolution of born globals (BGs) during their lifecycles. The authors analyze the growth processes of six Italian manufacturing BGs at different stages of their development, with a particular focus on the transition of the venture from entry to the post-entry stage. The findings show that the entrepreneurial capabilities of the founders have a crucial role during the first international expansion of the companies. As BGs enter the post-entry phase, a trade-off emerges between entrepreneurial capabilities and some specific firm resources aimed at achieving the sustainable growth of the company. Moreover, the authors identify the existence of a turning point when companies switch from the entry to the post-entry stage. During this phase, entrepreneurs manage a process to transform their individual capabilities into an organizational knowledge base. Future research areas and managerial implications are discussed

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PurposeIn the age of the Fourth Industrial Revolution, Industry 4.0 can increase the productivity and competitiveness of companies in the international marketplace. The purpose of this article is to investigate the drivers for and outcomes of the adoption of Industry 4.0 technologies in the case of a food processing company located in Italy.Design/methodology/approachThe present work adopted a case study approach by investigating an Italian food processing company to investigate the drivers, challenges and outcomes of Industry 4.0 adoption in the agri-food sector.FindingsThis research highlighted drivers and challenges related to the adoption of different Industry 4.0 technologies. Secondly, it underlined the impacts of Industry 4.0 in terms of firm performance, operations management, human resource management and strategy.Originality/valueIndustry 4.0 technologies remain underexplored from the strategic perspective in the agri-food sector. This article provides preliminary evidence on the digital transformation of food processing companies, with a focus on Industry 4.0. Practical implications for managers, CEOs and entrepreneurs are discussed.

PurposeThis article aims to contribute to the digital servitisation literature by investigating the interrelations amongst Industry 4.0 technologies, servitisation and the performance of manufacturing small and medium-sized enterprises (SMEs).Design/methodology/approachThe research uses survey data drawn from 200 manufacturing SMEs operating in the metals and machinery sector in Italy.FindingsThe study shows that Industry 4.0 technologies – Internet of Things (IoT), advanced simulation, cloud computing and Big Data Analytics (BDA) – positively moderate the relationship between servitisation and the performance of SMEs.Research limitations/implicationsThe study supports the need for firm managers of manufacturing SMEs to align servitisation and technological investments, suggesting that the synergic deployment of Industry 4.0 technologies supports servitisation performance.Practical implicationsThe study supports the need for firm managers operating in business-to-business contexts to align their technological investments and servitisation strategies, suggesting that the synergic deployment of these Industry 4.0 technologies empower the effectiveness of servitisation strategies in terms of performance achieved.Originality/valueThe study highlights the moderating role played by specific Industry 4.0 technologies in the servitisation–performance relationship, opening avenues for future research exploring the mechanisms that underpin this complex relationship.