The battleship strategy: The complementing role of born globals in MNC’s new opportunity creation

In the high-tech industries, new innovations affect a multinational company’s (MNC’s) competitive advantage. This article empirically explores why and how MNCs complement their in-house R&D by forming strategic alliance constellations with small, innovative born globals. We focus on loose, non-equity opportunity-seeking co-opetitive relationships. We call this approach the battleship strategy. The critical elements of an MNC’s battleship strategy include an open innovation commercialization strategy and creation of forums for facilitating open innovation and capturing ideas generated externally. Hence, we suggest that MNCs may externalize some of their innovation activities while gaining a competitive advantage through access to open innovation. This article contributes in several ways to earlier research focusing on the strategic alliances and networks formed between MNCs and born globals by examining the relationship from an MNC’s perspective.     

Born globals – presence,performance and prospects

The concept born global firms has gained a spectacular increase in interest from both academic and political circles. Rigorous quantitative treatment of born global firms are however rare in the international business/economics literature. Implementing unique data on all Swedish start-ups during 1998–2008 in the manufacturing sector, we conclude that born global firms are a very rare event, that their prevalence seems invariant to time, and that they perform similar to other matched “twin” firms with regard to profitability and productivity but report a considerably higher growth in employment and sales. These results are robust to a wider definition of born global firms and to the timing of performance measurements.     

Strategic orientations of born globals—Do they really matter?

This paper contributes to the literature on born globals by introducing the concept of strategic orientations into this domain. Only few empirical studies have investigated them in this context. The study extends the existing knowledge on born globals and responds to complaints about lacking empirical research in this as yet infant field. The literature on strategic orientations and born globals was used as a basis for drawing up the hypotheses, which were tested with data from 299 Finnish companies representing several different industrial sectors. The findings indicate that strategic orientations are related to a firm's international performance. This relationship is moderated by its international growth strategy.