Micromultinationals:

Management control in born-global firms: a case study

“…BG strategy requires an early adjustment of the organisational structure to an increasingly global market, allowing the firm to obtain cross-market information for a good needs' diagnosis and to assist the decision-making process (Dimitratos, Jonson, Slow, & Young, 2003), leading to superior performance.…”

Resource-Based View and SMEs Performance Exporting through Foreign Intermediaries: The Mediating Effect of Management Controls

“…Cooperation between firms can provide them with the resources to engage in internationalization activities [7][8][9], RBV suggests that inter-organizational relationships can allow SMEs to gain access and availability to tangible and intangible resources that strengthen their current resource base, which will positively impact on performance [10][11][12]. Export activities are usually based on relationships between firms and foreign intermediaries [13] and independent export channels are the most common exporting mode [14,15]. The main advantages of this exporting mode are lower costs and investments than other modes [16], and access to knowledge about foreign markets and customers, economies of scale, negotiation skills and specialization in products/markets beyond the reach of individual exporters [17].…”

Untangling the relationship between new venture internationalization and performance

“…This is largely due to being able to leverage a new venture's "learning advantage of newness," which implies that younger firms are able to better learn and adapt to changes in the environment than more mature firms (Autio et al 2000). The presence of a unique product also serves as a motivation for internationalization, as a new venture might want to exploit its innovation before foreign competitors replicate it (Oviatt and McDougall 1995) or take advantage of higher global demand (Dimitratos et al 2003;Oviatt and McDougall 1995). New ventures have additionally been argued to consider internationalization as a result of opportunities that arise through past international experience (Reuber and Fischer 1997;Bloodgood et al 1996;Carpenter et al 2003) or networking relationships (Coviello and Munro 1995;Coviello and Munro 1997;Holmlund and Kock 1998;Oviatt and McDougall 1995;Han 2006).…”

“…It is therefore easier for a new venture to adopt a global vision from inception than after routines become set and the firm matures (Oviatt and McDougall 1995). The presence of a unique product also serves as a motivation for internationalization, as a new venture might want to exploit its innovation before foreign competitors replicate it (Oviatt and McDougall 1995) or take advantage of a higher global demand (Dimitratos et al 2003;Oviatt and McDougall 1995). Qian and Li (2003) suggest that innovative new ventures are likely to internationalize in order to leverage their research and development costs across a greater volume of products and generate extra profits to sustain largescale R&D operations.…”