Born global firms’ growth and collaborative entry mode: the role of transnational entrepreneurs

Abstract

Born global firms' growth and collaborative entry mode: The role of transnational entrepreneurs Purpose-This paper aims to investigate the role of transnational entrepreneurs in growing born global firms, with a focus on the growth process facilitated by collaborative entry mode. Design/methodology/approach-We chose the solar photovoltaic (PV) industry as our empirical setting. This industry is a particularly good context for our study because many firms in this industry sell knowledge-intensive products internationally from their inception. Our primary data consist of 32 in-depth interviews with entrepreneurs, industry association representatives, research institute scholars, and professional service firms. Findings-Our study highlights the importance of transnational entrepreneurs who develop born global firms to maturity by using their technological knowledge, international connections, and bicultural advantages to navigate and leverage institutional complexity. Collaborative entry mode with distributors enables born global firms' high growth rapidly, whereas transnational entrepreneurs play a central role in building and expanding international network. IPO in overseas stock exchange accelerates the high growth trajectory of born global firm by signalling its maturity. Research limitations/implications-We took a process perspective by examining the growth and maturity of born global firms by collaborative partnership; our focus on the role of transnational entrepreneurs highlighted entrepreneurs' sensitivity to institutional complexity along the growth trajectory. Practical implications-We recommend both incumbent and entrepreneurial firms in developed economies collaborate with transnational entrepreneurs in various business areas. Industry firms may be able to cooperate on product and marketing development, and professional service firms can offer services to expand born global firms further, because transnational entrepreneurs follow the global "rules of the game". Originality/value-We shed important light on the role of transnational entrepreneurs throughout the growth of born global firms via collaborative entry mode. Furthermore, we develop a multilevel framework for analysing the combined influence of transnational entrepreneur and institutional complexity on the growth of born global firm.

Local Government as Institutional Entrepreneur: Public–Private Collaborative Partnerships in Fostering Regional Entrepreneurship

“…In particular, governments in emerging economies control the allocation and utilization of critical public resources (Armanios et al, 2017), thus exerting a strong influence on regional development and entrepreneurship (Smallbone and Welter, 2012) and playing a particularly important role in the development of entrepreneurial activities (Bruton et al, 2013). Examples of this important governmental role in stimulating entrepreneurial activities include the vibrant international entrepreneurship activities in Dubai (Nasra and Dacin, 2010), the emergence and development of India's national telecommunications industry (Jain and Sharma, 2013) and the rapid development of the solar photovoltaic industry in China (Liu, 2017).…”

“…Entrepreneurship can be viewed as a collective endeavour that involves multiple actors interacting dynamically (Lippmann and Aldrich, 2016). The vibrant literature stream on returnee entrepreneurship also demonstrates the collaborative nature, when scientists and engineers trained in the USA or other OECD countries return to their home countries to start up a new Local Government as Institutional Entrepreneur 671 venture (Liu, 2017;Liu and Almor, 2016;Wright et al, 2008).…”

Introduction: International talent management research – a multidisciplinary and interdisciplinary approach

“…Continuing the notion of global work, Chapter 6 examines global work arrangements in a unique organizational setting, namely the born-virtual organization. A departure from the conventional virtual organization (Wiesenfeld, Raghuram & Garud, 1999), the born-virtual organization connects with the born-global firm literature (Glaister et al, 2014;Liu, 2017). In Chapter 6, Vecchi draws on the qualitative analysis and illustrates how the born-virtual organization has implemented global talent management, such as distributed work in virtual teams, to fulfil global work arrangements.…”

Küçük Ve Orta Ölçekli̇ İşletmelerde Uluslararasilaşma: Küresel Doğan İşletmeleri̇n Süreç, Strateji̇ Ve Örgütsel Yetki̇nli̇kleri̇ Üzeri̇ne Bi̇r Değerlendi̇rme

“…Literatürde, küresel doğan işletmeler ihracat performansı (Kuivalainen, vd., 2007), finansal stratejiler (Gabrielsson, vd., 2004), uluslararasılaşma davranış kalıp ve süreçleri (Liu, 2017;Schueffel, vd., 2014;Sheppard ve McNaughton, 2012) ve pazarlama strateji ve yaklaşımları (Luostarinen ve Gabrielsson, 2006;Freeman, vd., 2012;Gabrielsson, 2005) ve dış pazarlara giriş modları (Jantunen, vd., 2008;Efrat, vd., 2013;Andersson, vd., 2006) gibi farklı açılardan incelenmiştir.…”

“…Bu noktada bazı küresel doğan işletmeler ve uluslararası yeni girişimler kaynak kısıtlamalarının üstesinden gelmek ve risklerle başa çıkabilmek için düşük riskli pazara girişi yöntemlerini seçme eğilimindeyken, diğerleri ise ilk hareket eden olma avantajını kullanmayı tercih etmektedir (Knight, vd., 2004). Yapılan ampirik çalışmalarda, pazara girişte yerel dağıtımcılarla kurulan iş birliklerinin, KDİ'lerin büyümesi üzerinde olumlu etkisi olduğu saptanmıştır (Liu, 2017). Ayrıca girilen pazarın hızlı bir şekilde gelir akışıy aratma potansiyeline sahip olması, pazar seçiminde en önemli etkenler arasında yeralmaktadır (Freeman, vd., 2012).…”