The overestimated role of strategic orientations for international performance in smaller firms |
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Authors: | Johan Frishammar Svante Andersson |
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Institution: | 1. Division of Entrepreneurship and Industrial Management, Lule? University of Technology, 971 87, Lule?, Sweden 2. School of Business & Engineering, Center for Technology, Innovation and Marketing Management (CTIM2), Halmstad University, 301 18, Halmstad, Sweden
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Abstract: | This article examines how market orientation (MO) and entrepreneurial orientation (EO) relate to international performance
in small firms. Empirically, the article draws on survey data from 188 Swedish SMEs. Results show that strategic orientations
have a very limited influence on international performance in these firms. Proactiveness and, to some extent, a market orientation
proved positively associated with international performance, while innovativeness and risk taking show no such relationship.
Our findings highlight the problems associated with using “traditional” MO and EO constructs in an SME setting and point to
the need of developing more appropriate constructs tailored to this context. We also note that the MO construct was developed
from a “causal view” of marketing, while successful small international firms rely more on effectuation logic. The article
also contributes to the debate between the two dominant perspectives that address firms’ early internationalization processes:
the process theory of internationalization and the international new venture perspective, where our results are in favor of
the latter.
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Keywords: | Market orientation Entrepreneurial orientation International performance Innovativeness Proactiveness Risk taking |
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