Born Global standard establishers identification of a new research field and contribution to network theory

Abstract

The academic interest in International Entrepreneurship and Born Globals on the one hand; and in standardization and standards on the other hand is strong and growing, but there has been hardly any linkage between the two research streams. This paper shows how Born Globals can successfully establish their technologies as de facto standards. Based on 22 case studies and a new success factors model, the paper also unveils different contributions of networks for Born Globals. Additionally, specific networking patterns in relation to technical networks were found. Four firm types were identified: 'System Leaders', 'Cross Platform Solutions', 'Platform Servants' and 'Platform Autarkics'. Based on the findings implications for research and managers of born global firms are formulated

How to support a standard on a multi-level playing field of standardization: Propositions, strategies and contributions

“…In this view, the positive effect of participation can stimulate an enhancement of existingand a creation of new -competence and innovations [33]. On the other hand, much as is the case with filing patent applications, by becoming active in the standardization, it creates a signaling effect that draws attention to its interest in a technology, shows its willingness to co-operate with other prospective adopters and indicates its intention to enter a market [40][41] [48]. Beyond that, early access to information, the degree of the strategic influence on new projects and the influence on technological development can be affected by the participants' traditional or developing positioning (modes of participation, lead functions, social rank etc.).…”

“…the more heterogeneous a committee's constitution is (in terms of members and interests), the more difficult tactical action can become [44] [40]. On this level, a firm can extrapolate from empirical learning, which provides a basis to determine whether a leading position (and which one) must be taken and which abilities the participating employee should possess [48][44] [40] [33]. The success of a standard support strategy often depends on a critical set of interdependent and moderating factors.…”

“…This can lead to a situation in which membership is used "in only one capacity […] as a result of poor internal communication" [40]. As numerous scholars have already pointed out, the success of the standardization process interrelates with a supporter's internal and external impact factors, which can be affected by a supporter [48] [39]. Because our assessment is based on industry-specific motives for stimulating or supporting a standard via active participation, we will incorporate a forum-shopping approach based on the standardization ecosystem into our considerations.…”