An Annotated Bibliography of Journal Articles Relevant to International Entrepreneurship

Last updated April 15 2015

Becky Reuber (University of Toronto)Nicolas Li (University of Glasgow)Eileen Fischer (York University)

Zubai Ali Shahid (University of Adelaide)

This bibliography was created as a resource for scholars interested in international entrepreneurship (IE). Seventeen journals were included in the search, chosen due to their relevance to IE, their impact rating on the Web of Science’s Social Sciences Citation Index, and/or their inclusion in the list of journals used by the Financial Times to rank MBA programs worldwide. These journals are: (1) Academy of Management Journal, (2) Administrative Science Quarterly, (3) Entrepreneurship and Regional Development, (4) Entrepreneurship Theory and Practice, (5) International Business Review, (6) International Marketing Review, (7) Journal of Business Venturing, (8) Journal of International Business Studies, (9) Journal of International Marketing, (10) Journal of Management, (11) Journal of Management Studies, (12) Journal of World Business, (13) Management International Review, (14) Organization Studies, (15) Small Business Economics, (16) Strategic Entrepreneurship Journal, (17) Strategic Management Journal.

Each issue of these journals was searched from 2000 to the end of March 2015 in order to identify papers relevant to international entrepreneurship. To be included, the paper either:

(1) Explicitly cites “the Oviatt–McDougall framework” (Al-Aali & Teece, 2014, p.95), in terms of papers by McDougall and Oviatt, such as McDougall & Oviatt (2000) and Oviatt & McDougall (2005); or,

(2) Focuses on firms that are innovative and internationalize at a young age. Labels used to describe these firms include: international new ventures, international young ventures, born globals, born regionals, born-again globals, born internationals, global start-ups, instant internationals, micromultinationals, global knowledge-intensive firms, new technology-based firms, high-technology start-ups.

Also, the following review papers from other journals have been included:

1. Cesinger, B., Fink, M., Madsen, T. K. & Kraus, S. 2012. Management Decision2. Evers, N. 2011. Irish Journal of Management3. Liu, B. & Fu, Z. 2011. International Journal of Business and Management4. Mainela, T., Puhakka, V. & Servais, P. 2014. International Journal of Management

Reviews5. Peiris, I. K., Akoorie, M. E. M. & Sinha, P. 2012. Journal of International

Entrepreneurship6. Pines, A. M., Lerner, M. & Schwartz, D. 2010. Equality, Diversity & Inclusion: An

International Journal.7. Wright, M., Pruthi, S. & Lockett, A. 2005. International Journal of Management Reviews

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The description of each paper includes (a) whether it is conceptual or empirical; (b) the countries from which data for the study originated (where relevant); and (c) the dependent/outcome variables (where relevant) and how they were measured. Scholars can search the document for different terms (e.g. such as “learning”) through Word’s search function. Papers published in advance online (as of March 31, 2015) before being assigned to an issue are also included with their digital object identifier (DOI) provided.

The following acronyms have been used for ease of exposition:

BI = Born internationalBG= Born globalEO= Entrepreneurial orientationFSTS = Foreign sales percent of total salesGDP = Gross domestic product

ICT = Information + communications technologyIT = Information technology R&D = Research and Development ROA = Return on assets SME = Small and medium enterprises

Acedo, F. J. & Jones, M. V. 2007. Speed of internationalization and entrepreneurial cognition: Insights and a comparison between international new ventures, exporters and domestic firms. Journal of World Business, 42(3), 236-252.Country: Not specified.Outcome examined: Proactivity is the basic premise for risk perception, which in turn is the key variable in relation to internationalization speed. Risk perception is the element that may prevent a firm from internationalizing at all, in a timely manner, or fast enough to capture available opportunities.Measurements: risk perception, proactivity, tolerance for ambiguity and international orientation, and internationalization speed (using a structural equation modelling method).

Acs, Z. J. & Terjesen, S. 2013. Born local: toward a theory of new venture’s choice of internationalization. Small Business Economics, 41(3): 521-535.Country: N/A (Conceptual paper)Outcome examined: This manuscript offers a theory regarding two distinct avenues to new venture internationalization: a direct path described in much of the extant literature and an intermediated one in which new ventures and multinational firms create symbiotic relationships in order to expand internationally. The term “born local”, as opposed to “born global”, describes how new ventures are created from knowledge spill-overs and other resources in a geographically bounded environment.

Al-Aali, A. & Teece, D. J. 2014, International entrepreneurship and the theory of the (long-lived) international firm: a capabilities perspective. Entrepreneurship Theory & Practice, 38(1): 95–116. Country: N/A (Conceptual paper)Outcome examined: This paper expands the Oviatt–McDougall framework of sustainable international ventures by relating the elements of the framework to existing scholarship on the multinational enterprise.

Alexander, N., & Myers, H. 2000. The retail internationalisation process. International Marketing Review, 17(4/5): 334-353.Country: N/A (Conceptual paper)Dependent variable: N/A

Al-Laham, A., & Amburgey, T. L. 2010. Who makes you central? Analysing the influence of international alliance experience on network centrality of start-up firms. Management International Review, 50: 297–323.

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Country: GermanyDependent variable: Network centrality

Allred, B.B. & Steensma, H. K. 2005. The influence of industry and home country characteristics on firms’ pursuit of innovation. Management International Review, 45 (4): 383-412. Country: 31 different countries Dependent Variable: R&D investments.

Almor, T., Tarba, S. Y. & Margalit, A. 2014. Maturing, technology-based, born-global companies: surviving through mergers and acquisitions. Management International Review, 54(4): 421-444.Country: Israel Outcome examined: 1. maturing technology-based, born-global companies can increase their chances of survival by acquiring other firms; 2. if the firms prefer to merge with another company, they are in a better position if they do not acquire any other firms beforehand; 3. although the majority of born-global companies can continue operations if they survived the first decade, they are not highly successful on the measures of growth and shareholder wealth.

Alvarez, S. & Barney, J. B. 2014. Entrepreneurial opportunities and poverty alleviation. Entrepreneurship Theory & Practice, 38(1): 159-184.Country: N/A (Conceptual paper)Outcome examined: Entrepreneurial opportunities and their wealth creation potential vary, and the impact of exploiting these opportunities on economic growth in poverty contexts can also vary.

Andersson, S. 2004. Internationalization in different industrial contexts. Journal of Business Venturing, 19 (6): 851-875. Country: SwedenOutcomes examined: The author evaluates various internationalization theories and their appropriateness in different situations.

Andersson, S., Evers, N. & Griot, C. 2013. Local and international networks in small firm internationalization: cases from the Rhône-Alpes medical technology regional cluster. Entrepreneurship and Regional Development, 25(9-10): 867-888.Country: France.Outcome examined: A case study approach: both the location and the sectoral type of industry cluster influence the internationalization and network dynamics in the cluster.

Anokhin, S. & Wincent, J. 2012. Start-up rates and innovation: A cross-country examination. Journal of International Business Studies, 43: 41-60.Countries: 35 countriesDependent variables: the country's patent applications, and the total factor productivity of the country.

Ardichvili, A. & Gasparishvili, A. 2003. Russian and Georgian entrepreneurs and non-entrepreneurs: a study of value differences. Organization Studies, 24(1): 29-46.Countries: Russia and Georgia.Outcome examined: There are significant differences between entrepreneurs and non-entrepreneurs existed on three of five cultural dimensions: Power Distance, Masculinity, and Long-term Orientation. However, in IE research, making distinctions between entrepreneurs and the rest of the population is not as fruitful as contrasting entrepreneurs with specific occupational and status groups.

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Dependent variable: Differences at the individual level measured by using Hofstede’s 1994 version of the Values Survey Module.

Autio, E., George, G. & Alexy, O. 2011. International entrepreneurship and capability development—qualitative evidence and future research directions. Entrepreneurship Theory & Practice, 35(1): 11–37.Country: Finland.Outcome examined: A longitudinal field study using multiple case studies: the authors develop a cognition-based model of capability emergence in new ventures. 

Autio, E., Pathak, S. & Wennberg, K. 2013. Consequences of cultural practices for entrepreneurial behaviours. Journal of International Business Studies, 44: 334-362.Countries: 42 countriesOutcome examined: Societal institutional collectivism practices were negatively associated with entrepreneurial entry but positively associated with entrepreneurial growth aspirations. Uncertainty avoidance practices were negatively associated with entry but not with growth aspirations, while performance orientation practices were positively associated with entry.Dependent variables: Individual-level entry into entrepreneurship, and entrepreneurial growth aspirations.

Autio, E., Sapienza, H. J. & Almeida, J. G. 2000. Effects of age at entry, knowledge intensity, and imitability on international growth. Academy of Management Journal, 43 (5): 909-924. Country: Finland Dependent Variable: International sales growth (measured as all sales revenue derived from exports and from other international operations).

Axinn, C. N. & Matthyssens, P. 2001. Limits of internationalization theories in an unlimited world. International Marketing Review, 19(5): 436-449.Country: N/A (View point)Dependent variable: N/A

Bangara, A., Freeman, S. & Schroder, W. 2012. Legitimacy and accelerated internationalisation: An Indian perspective. Journal of World Business, 47(4): 623-634.Country: IndiaOutcome examined: A new perspective is proposed: emerging market aggressiveness, which explains why founders/managers are not always passive recipients of their environment.Explanatory factors: Using a qualitative multiple case study approach, accelerated internationalisation and legitimacy issues in the emerging market context are evaluated.

Batjargal, B. 2010. Network dynamics and new ventures in China: A longitudinal study. Entrepreneurship & Regional Development, 22(2): 139–153.Country: China (Internet based firms)Dependent variables: Structural holes: is the difference between the number of structural holes in 2001 and 2002. (2) Investors measure firm legitimacy and the difference between the numbers of investors in 2001 and 2002.

Batjargal, B., Hitt, M., Tsui, A., Arregle, J. L., Webb, J. & Miller, T. 2013. Institutional polycentrism, entrepreneurs' social networks and new venture growth. Academy of Management Journal, 56(4): 1024-1049. Countries: China, Russia, France and US.Outcome examined: The confluence of weak and inefficient formal institutions to be associated with a larger number of structural holes in entrepreneurial social networks.Dependent variable: Venture performance (measured by revenue growth).

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Bausch, A. & Krist, M. 2007. The effect of context-related moderators on the international-performance relationship: Evidence from meta-analysis. Management International Review, 47 (3): 319-347. Country: N/A (Meta-analysis). Outcomes examined: Firm performance (measured in different ways).

Baycan-Leventa, T. Z. & Nijkampb, P. 2009. Characteristics of migrant entrepreneurship in Europe. Entrepreneurship & Regional Development, 21(4): 375–397.Country: Denmark, Germany, Greece, Italy, the Netherlands, Portugal, Sweden, and the UK. Outcome examined: Key features of migrant groups in European countries (Comparative assessment / systematic literature review).

Beise-Zee, R. & Rammer, C. 2006. Local user-producer interaction in innovation and export performance of firms. Small Business Economics, 27 (2): 207-222. Country: Germany Dependent variable: Export performance measured as FSTS.

Beleska-Spasova, E., & Glaister, K. W. 2010. Geographic orientation and performance evidence from British exporters. Management International Review, 50: 533–557.Country: UKDependent variable: Geographic diversification (home, host, bi-regional, global).

Bingham, C. B. 2009. Oscillating improvisation: how entrepreneurial firms create success in foreign market entries over time. Strategic Entrepreneurship Journal, 3(4): 321-345.Countries: Finland, the US and Singapore.Outcomes examined: Multiple case studies: increased improvisation in opportunity execution may be influenced by decreased improvisation in opportunity selection, whereas decreased improvisation in opportunity execution may be influenced by increased improvisation in opportunity selection.

Bingham, C. B. & Davis, J. P. 2012. Learning sequences: their existence, effect, and evolution. Academy of Management Journal, 55(3): 611-641.Countries: Singapore, US and FinlandOutcomes examined: Multiple case studies: learning sequences exist and are influenced by initial conditions. Learning sequences evolve in fundamentally distinct ways over time and with repeated use.

Blomstermo, A., Sharma, D. D. & Sallis, J. 2006. Choice of foreign market entry mode in service firms. International Marketing Review, 23: 211-229.Country: Sweden Dependent variable: Entry mode (conceptualized as a dichotomous decision between a low control entry mode and a high control entry mode).

Brouthers, K. & Nakos, G. 2004. SME entry mode choice and performance: A transaction cost perspective. Entrepreneurship Theory & Practice, 28 (3): 229-247. Countries: Germany and Greece Dependent variable: Mode of entry conceptualized as a dichotomous variable: (1) market based non-equity modes, such as licensing, franchising, and exporting, and (2) hierarchical equity modes, such as wholly owned foreign subsidiaries and joint ventures; performance measured as satisfaction with various indicators.

Brouthers, K., Nakos, G. & Dimitratos, P. 2015. SME entrepreneurial orientation, international performance, and the moderating role of strategic alliances. Entrepreneurship Theory & Practice, advance online publication  March 31, DOI: 10.1111/etap.12101.

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Countries: UK and US. Outcomes examined: SMEs have higher international performance when they possess greater EO and when the type of alliance (research or marketing) used is aligned with the capabilities of the firm. Further, participating in alliances strengthens the relation between EO and international performance.Dependent variable: International performance (perceptual measures of performance following Brouthers et al. (2009)).

Brouthers, L. E., Nakos, G., Hadjimarcou, J., & Brouthers, K. D. 2009. Key Factors for Successful Export Performance for Small Firms. Journal of International Marketing, 17(3): 21–38.Countries: Greece and the Caribbean islands of Barbados, Dominica, Jamaica, Grenada, St. Lucia, and Trinidad and Tobago. Dependent variable: perceived export performance (The respondents were asked to rate the export performance of their company in relation to their domestic performance for (1) sales and (2) profit contribution to the company).

Bobillo, A. M., Pez-Iturriaga, F. L., & Tejerina-Gaite, F. 2010. Firm performance and international diversification: The internal and external competitive advantages. International Business Review, 19(6): 607–618.Country: GermanyDependent variable: The dependent variable is ROA (ratio of EBIT to total assets); DOI: degree of internationalization (average ratio of foreign sales to total sales); OWNERSHIP:internal owner’s ownership and SKILL (proportion of qualified workers to total employees).

Buckley, P. J., & Hashai, N. 2009. Formalizing internationalization in the eclectic paradigm. Journal of International Business Studies, 40: 58-70.Country: N/A (Conceptual / Mathematical)Dependent variable: N/A

Buckley, P. J., & Casson, M. C. 2009. The internalisation theory of the multinational enterprise: A review of the progress of a research agenda after 30 years. Journal of International Business Studies, 40: 1563–1580.Country: N/A (Perspective / conceptual)Dependent variable: N/A

Burgel, O. & Murray, G. C. 2000. The international market entry choices of start-up companies in high-technology industries. Journal of International Marketing, 8 (2): 33-62. Country: United Kingdom Dependent Variable: International entry mode.

Cadogan, J. W., Kuivalainen, O., & Sundqvist, S. (2009). Export market-oriented behaviour and export performance: Quadratic and moderating effects under differing degrees of market dynamism and internationalization. Journal of International Marketing, 17(4), 71–89.Country: Finland Dependent variable: Export performance (capturing the extent to which managers were satisfied with their firms’ performance in terms of export sales volume, export market share, and export market entry, as well as an assessment of sales growth relative to the industry average.).

Camiso´n, C. S. & Villar, A. 2009. Capabilities and propensity for cooperative internationalization. International Marketing Review, 26(2): 124-150.Country: SpainDependent Variable: Cooperative internationalization, degree of international involvement, and degree of adoption of a differentiating competitive strategy.

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Cannone, G. & Ughetto, E. 2014. Born globals: A cross-country survey on high-tech start-ups. International Business Review, 23(1): 272-283.Country: Worldwide setting.Outcome examined: Scalability of products and small domestic markets affect early internationalization; niche strategy and network relationships are key drivers; the degree of born-globalness is affected by the entrepreneur's experience.Explanatory factors: Drivers that affect the decisions of high-tech start-ups to internationalize from the outset, and their degree of born-globalness.

Casillas, J. C., Barbero, J. L. & Sapienza, H. J. 2015. Knowledge acquisition, learning, and the initial pace of internationalization. International Business Review, 24(1): 102-114.Country: SpainOutcome examined:  The effects of congenital knowledge are moderated by the age of the firm at initial exporting activity.Dependent variable: Export intensity

Casillas, J. C. & Moreno-Menéndez, A. M. 2014. Speed of the internationalization process: The role of diversity and depth in experiential learning. Journal of International Business Studies, 45(1): 85-101.Country: SpainOutcome examined: Diversity of international activities promotes long-term learning by exposing the firm to richer experiences, although such learning only takes place over time. Depth of international activities may accelerate the internationalization process in the short term, but it eventually restrains its potential for development in the long term.Dependent variable: The speed of the operation (the time between each operation and the one immediately thereafter (number of days)).

Cassiman, B. & Golovko, E. 2011. Innovation and internationalization through exports. Journal of International Business Studies, 42: 56–75.Country: SpainOutcome examined: The strong positive association found between firm productivity and exports in the literature relates to the firm’s earlier innovation decisions, and when controlling for product innovation, the relationship between productivity and exports vanishes for these innovating firms.Dependent variable: Export status of a firm (dichotomous variable that equals 1 if a firms reports positive sales outside Spain in year t, and 0 otherwise).

Cavusgil, S. T. & Knight, G. 2015. The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization. Journal of International Business Studies, 46(1): 3-16. Country: N/A (Conceptual paper)

Cesinger, B., Fink, M., Madsen, T. K. & Kraus, S. 2012. Rapidly internationalizing ventures: How definitions can bridge the gap across contexts, Management Decision, 50(10): 1816-1842.Country: N/A (Literature review)

Chandra, Y. & Coviello, N. 2010. Broadening the concept of international entrepreneurship: ‘Consumers as International Entrepreneurs’. Journal of World Business, 45(3): 228-236.Country: N/A (Conceptual paper)

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Outcome examined: The authors integrate theories from international business, entrepreneurship, innovation, marketing and network economics to develop a four-part typology of ‘consumers as international entrepreneurs’.

Chandra, Y., Styles, C., & Wilkinson, I. 2009. The recognition of first time international entrepreneurial opportunities: Evidence from firms in knowledge-based industries. International Marketing Review, 26(1): 30-61. Country: AustraliaOutcome examined: entrepreneurial opportunity recognition Explanatory factors: prior knowledge, international network structure and firm’s entrepreneurial orientation.

Chandra, Y., Styles, C. & Wilkinson, I. 2012. An opportunity-based view of rapid internationalization. Journal of International Marketing, 20(1): 74-102.Country: AustraliaOutcome examined: Rapid internationalization seems to be a truly rapid process only when not taking an opportunity-based view.Explanatory factors: Multiple case studies: Opportunity-based view of rapidInternationalization.

Chen, R. & Martin, M. J. 2001. Foreign expansion of small firms: The impact of domestic alternatives and prior foreign business involvement. Journal of Business Venturing, 16 (6): 557-574. Country: United States Dependent Variable: Foreign expansion (new foreign unit established in a year vs. no foreign unit established in a year).

Chetty, S. & Agndal, H. 2007. Social capital and its influence on changes in internationalization mode among small and medium-sized enterprises. Journal of International Marketing, 15 (1): 1-29. Countries: Sweden and New Zealand Outcomes examined: Internationalization mode change. Explanatory factors examined: Social capital characteristics (in three categories and related roles: the efficacy role, the serendipity role, and the liability role).

Chetty, S. & Blankenburg Holm, D. 2000. Internationalisation of small to medium-sized manufacturing firms: a network approach. International Business Review, 9 (1): 77-93 Country: New Zealand Outcomes examined: Four different processes of internationalization (early, lonely, late, and international). Explanatory factors examined: Firm and market characteristics, & network relationships.

Chetty, S. Campbell-Hunt, C. 2004. A strategic approach to internationalization: A traditional versus a "born-global" approach. Journal of International Marketing, 12 (1): 57-81. Country: New Zealand Outcomes examined: Differences and similarities between born-global and internationalized firms. Explanatory factors examined: Importance of home market, prior experience of owners, relevance of psychic distance, belief that internationalization is a strategic choice, use of ICT, pace of learning, and networks.

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Chetty, S., Johanson, M. & Martín, O. S. 2014. Speed of internationalization: Conceptualization, measurement and validation. Journal of World Business, 49(4): 633-650.Country: Spain.Outcomes examined: This study conceptualizes speed of internationalization based on internationalization process theory, while most other studies on speed have a more empirical background (which probably explains why they do not anchor their measurement in theory).Dependent variable: Speed of internationalization.

Child, J. & Hsieh, L. H. Y. 2014. Decision mode, information and network attachment in the internationalization of SMEs: A configurational and contingency analysis. Journal of World Business, 49(4): 598-610.Country: N/A (Conceptual).Outcome examined: This paper offers a new and systematic analysis of the likely associations between decision modes, information use, and network attachment among internationalizing SMEs. The analysis is subsequently contextualized in terms of two contingencies – the knowledge domain of the SME and the international experience of its key decision-maker.

Child, J., Rodrigues, S. B., & Frynas, J. G. 2009. Psychic distance, its impact and coping modes Interpretations of SME decision makers. Management International Review, 49: 199-224.Country: Brazil Outcome examined: Psychic distance

Chung, H. F. L. & Tung, R. L. 2013. Immigrant social networks and foreign entry: Australia and New Zealand firms in the European Union and Greater China. International Business Review, 22(1): 18-31.Countries: Australia and New Zealand firms operating in the EU and ChinaOutcome examined: both standardized and adapted approaches should be considered when formulating the antecedent-international entrepreneurship–foreign market entry framework for the EU and Greater China regions.Measurements: Immigrant social networks, foreign entry modes, environmental factors, and organizational factors (structural equation modelling).

Coeurderoy, R. & Murray, G. 2008. Regulatory environments and the location decision: Evidence from the early foreign market entries of new-technology-based firms. Journal of International Business Studies, 39 (4): 670-687. Countries: United Kingdom and Germany Dependent Variables: Choice of whether or not to enter a market, and speed of entry.

Colantone, I., & Sleuwaegen, L. 2010. International trade, exit and entry: A cross-country and industry analysis. Journal of International Business Studies, 41: 1240-1257.Country: Belgium, Denmark, Finland, Italy, the Netherlands, Spain, Sweden and theUK – over the period 1997–2003. Dependent variable: Entry rate at the industry–country level.

Coviello, N. 2006. The network dynamics of international new ventures. Journal of International Business Studies, 37 (5): 713-731. Country: New Zealand Outcomes examined: International new venture (INV) network. Explanatory factors examined: The author reflects on different perspectives from the entrepreneurship literature.

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Coviello, N. 2015. Re-thinking research on born globals. Journal of International Business Studies, 46(1):17-26.Country: N/A (Commentary)

Coviello, N. E. & Jones, M. V. 2004. Methodological issues in international entrepreneurship research. Journal of Business Venturing, 19 (4): 485-508. Country: N/A (Conceptual paper) Outcomes examined: N/A Explanatory factor examined: N/A

Coviello, N. E., McDougall, P. P. & Oviatt, B. M. The emergence, advance and future of international entrepreneurship research — An introduction to the special forum. Journal of Business Venturing, 26(6): 625-631.Country: N/A (Editiorial) Outcomes examined: The authors review and highlight key developments in International Entrepreneurship research.

Covin, J. G. & Miller, D. 2014. International entrepreneurial orientation: conceptual considerations, research themes, measurement issues, and future research directions. Entrepreneurship Theory & Practice, 38(1): 11-44.Country: N/A (Conceptual paper)Outcome examined: This paper is a review and commentary on how the construct of entrepreneurial orientation (EO) has been leveraged within the international entrepreneurship literature. The possible distinctiveness of the EO and international EO constructs are considered, and the major themes of international EO research are summarized.

Crick, D., Chaudhry, S. & Batstone, S. 2001. An investigation into the overseas expansion of small Asian-owned U.K. firms. Small Business Economics, 16 (2): 75-94. Country: United Kingdom Outcomes examined: Likelihood and manner of the internationalization process. Explanatory factors examined: Recognition of differences within (as well as between) ethnic groups; the importance of firm size, industry, and maturity of trade sector; the influence of ethnicity on resource sourcing; the effectiveness of ethnic networks; types of markets served; and different types of internationalization.

Crick, D.; Chaudhry, S. & Batstone, S. 2000. Revisiting the concentration versus spreading debate as a successful export growth strategy: The case of UK SMEs exporting agricultural-related products. Entrepreneurship & Regional Development, 12 (1):49 – 67. Country: United Kingdom Dependent Variables: Perceived performance in export markets, and perceived competitive advantage in export markets.

Crick, D. & Jones. M. V. 2000. Small high-technology firms and international high-technology markets. Journal of International Marketing, 8 (2): 63-85. Country: United Kingdom Dependent Variable: Internationalization pattern.

Crick, D. & Spence, M. 2005. The internationalization of ‘high performing’ UK high-tech SMEs: A study of planned and unplanned strategies. International Business Review, 14 (2): 167-185. Country: United KingdomOutcomes examined: Initial and subsequent internationalization strategies.

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Crick, D. 2009. The internationalisation of born global and international new venture SMEs. International Marketing Review, 26(4/5): 453-476.Country: United KingdomOutcome examined: Firm performance. Explanatory factor: Difference between Born-globals and International new ventures.

Cumming, D., Sapienza, H. J., Siegel, D. S. & Wright, M. 2009. International entrepreneurship: managerial and policy implications. Strategic Entrepreneurship Journal, 3(4): 283-296.Country: N/A (Special issue editorial and literature review)Outcome examined: The authors outline a research agenda to improve our understanding of the determinants and outcomes of IE.

Dai, O. & Liu, X. 2009. Returnee entrepreneurs and firm performance in Chinese high-technology industries. International Business Review, 18: 373–386.Country: ChinaDependent variable: Business performance (BP) is measured by the entrepreneurs’ satisfaction with their business performance.

Dasí, À, Iborra, M. & Safón, V. 2015. Beyond path dependence: Explorative orientation, slack resources, and managerial intentionality to internationalize in SMEs. International Business Review, 24(1): 77-88.Country: Spain.Outcome examined: An explorative orientation plays an important role in management intentionality to internationalize, and that slack resources moderate this relationship.Dependent variable: Management intentionality to increase internationalization (management international intentionality).

De Clercq, D. Sapienza H. & Crijns, H. 2005. The internationalization of small and medium-sized firms. Small Business Economics, 24 (4): 409-419. Country: Belgium Dependent Variable: Internationalization intent measured as firm’s projected degree of internationalization in 2004 for three dimensions: (1) foreign sales as a percentage of total sales, (2) the percentage of employees that spend a significant part of their time on international activities, and (3) the geographic scope of foreign sales.

De Clercq, D., Sapienza, H. J. Yavuz, R. I. & Zhou, L. 2012. Learning and knowledge in early internationalization research: Past accomplishments and future directions. Journal of Business Venturing, 27(1): 143-165.Country: N/A (Literature review)Outcome examined: This article provides an evaluative overview of international entrepreneurship literature, in which the issues of learning and knowledge feature as central components underlying the causes, processes, and outcomes of early internationalization.

De Clercq, D., Sapienza, H. J. & Zhou, L. 2014. Entrepreneurial strategic posture and learning effort in international ventures: The moderating roles of operational flexibilities. International Business Review, 23(5): 981-992.Country: ChinaOutcome examined: An entrepreneurial strategic posture enhances international learning effort more to the extent that the ventures possess greater cognitive and political flexibilities. Somewhat paradoxically, greater structural flexibility impedes the translation of an entrepreneurial strategic posture into international learning effort. Dependent Variable: International learning effort

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De Clercq, D. & Zhou, L. 2014. Entrepreneurial strategic posture and performance in foreign markets: the critical role of international learning effort. Journal of International Marketing, 22(2): 47-67.Country: China.Outcome examined: An entrepreneurial strategic posture enhances international performance through the intensity of learning efforts expended in foreign markets. Furthermore, the mediating effect of international learning effort is more pronounced at higher levels of external competitive intensity and intra-firm social interaction.Dependent variables: Entrepreneurial strategic posture, and performance.

Di Gregorio, D., Musteen, M. & Thomas, D. E. 2008. International new ventures: The cross-border nexus of individuals and opportunities. Journal of World Business, 43(2): 186-196.Country: Czech Republic (conceptual paper with two illustrative case examples)Outcome examined: The authors draw on entrepreneurship research to present a framework for international new ventures as the cross-border nexus of individuals and opportunities. Opportunities may be associated with cross-border combinations of resources and/or markets and therefore vary along these two dimensions.

Deligianni, I., Voudouris, I. & Lioukas, S. 2015. Growth paths of small technology firms: The effects of different knowledge types over time. Journal of World Business, online advance publication March 31, doi:10.1016/j.jwb.2014.08.006Country: Greece. Outcome examined: Using a longitudinal case study approach, this study explores the interdependence among the different types of knowledge of a firm and the strategies it employs to grow over time.

Dimitratos, P., Plakoyiannaki, E., Pitsoulaki, A., & Selmann, H. J. T. 2010. The global smaller firm in international entrepreneurship. International Business Review, 19(6): 589–606.Country: Greece. Outcome examined: Entrepreneurial orientation (Risk attitude, proactiveness, innovativeness and competitive aggressiveness) and international performance (International sales ratio (lead markets ratio) and Perceived satisfaction).

Dimitratos, P. Plakoyiannaki, E., Thanos, I. C. & Förbom, Y. K. 2014. The overlooked distinction of multinational enterprise subsidiary learning: Its managerial and entrepreneurial learning modes. International Business, Review, 23(1): 102-114.Country: Finland. Outcome examined: two learning modes of multinational subsidiaries, managerial and entrepreneurial learning, are identified.Explanatory factors: Multiple case studies: modes of learning in multinational enterprise subsidiaries.

Dimitratos, P., Voudouris, I., Plakoyiannaki, E. & Nakos, G. 2012. International entrepreneurial culture - Toward a comprehensive opportunity-based operationalization of international entrepreneurship. International Business Review, 21(4): 708-721.Country: the UK and the US. Outcome examined: The study proposes six-dimensional operationalization of IEC, which sufficiently matches the initial conceptualization, consists of international entrepreneurial orientation; international market orientation; international motivation; international learning orientation; international networking orientation with competitors; and, international networking orientation with non-competitors.

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Dow, D., & Larimo, J. 2009. Challenging the conceptualization and measurement of distance and international experience in entry mode choice research. Journal of International Marketing, 17(2): 74–98.Country: 50 Host countries and 4 Home countries. Dependent variable: High-control entry mode is a dummy variable indicating the use of a wholly owned subsidiary, rather than a joint venture with a local partner, when entering a new market

Ekeledo, I. & Sivakumar, K. 2004. International market entry mode strategies of manufacturing firms and service firms: A resource-based perspective. International Marketing Review, 21(1): 68-101.Country: USAOutcomes examined: Degree of control: Entry mode choice.

Estrin, S., Baghdasaryan, D., & Meyer, K. E. 2009. The impact of institutional and human resource distance on international entry strategies. Journal of Management Studies, 46(7): 1171-1196.Country: Egypt, Hungary, India, Poland, South Africa and Vietnam. Dependent variable: Mode of entry (takes a value of 1 if the foreign operation was set up as a greenfield investment and 0 otherwise).

Evans, J., Treadgold, A., & Mavondo, F. T. 2000. Psychic distance and the performance of international retailers – A suggested theoretical framework. International Marketing Review, 17(4/5): 373-391.Country: N/A (Conceptual paper)Dependent variable: N/A

Evers, N. 2011. Why do new ventures internationalise? A review of the literature of factors that influence new venture internationalisation, Irish Journal of Management, 30(2): 17-46.Country: N/A (literature review)

Evers, N., & Knight, J. 2008. Role of international trade shows in small firm internationalization: A network perspective. International Marketing Review, 25(5): 544-562.Country: Ireland and New ZealandOutcome examined: Internationalization process. Explanatory factors: Year of start-up, year of first international sale, mode of foreign market entry, number of foreign markets, export sales as percentage of total sales (per cent).

Efrat, K. & Shoham, A. 2012. Born global firms: The differences between their short- and long-term performance drivers. Journal of World Business, 47(4): 675-685.Country: Israel.Outcome examined: BGs’ short-term performance is impacted mostly by environmental (external) factors. In contrast, over the long run, internal factors become more crucial to BGs’ survival and success.Dependent variable: Market growth.

Efrat, K. & Shoham, A. 2013. The interaction between environment and strategic orientation in born globals’ choice of entry mode. International Marketing Review, 30(6), 536 – 558.Country: IsraelOutcome examined: Most BGs showed a strong ‘Prospector’ orientation manifested by exploration and exploitation of opportunities. This in turn moderated the impact of several host market factors on the choice of entry mode, encouraging BGs to choose high-commitment entry modes.Dependent variables: Entry modes.

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Ellis, P. 2011. Social ties and international entrepreneurship: Opportunities and constraints affecting firm internationalization. Journal of International Business Studies, 42: 99-127.Country: China.Outcome examined: Although the majority of exchange opportunities were discovered rather than sought, these discoveries were intentional rather than accidental. Dependent variables: Geographic, cultural and psychic distance.

Evers, N. & O’Gorman, C. 2011. Improvised internationalization in new ventures: The role of prior knowledge and networks. Entrepreneurship & Regional Development, 23(7-8): 549-574.Country: Ireland.Outcome examined: Case studies: the internationalization process was strongly influenced by two ‘resources to hand’: the entrepreneurs’ idiosyncratic prior knowledge and their prior social and business ties.

Fabian, F., Molina, H., & Labianca, G. 2009. Understanding Decisions to Internationalize by Small and Medium-sized Firms Located in an Emerging Market. Management International Review, 49: 537–563.Country: Columbia Dependent variable: Internationalization: Coded as a “1” if firms answered yes to the question, “Is your firm currently internationalized?”, and a “0” if the answer was no.

Fan, T. & Phan, P. 2007. International new ventures: Revisiting the influences behind the ‘born-global’ firm. Journal of International Business Studies, 38 (7): 1113-1131. Countries: European countries. Dependent Variables: Timing of internationalization (at inception versus later), and production capacity allocated to established markets (culturally close and culturally distant) at inception.

Fernandez, Z. & Nieto, M. 2006. Impact of ownership on the international involvement of SMEs. Journal of International Business Studies, 37 (3): 340-351. Country: Spain Dependent Variables: Propensity to export (indicating whether the firm is a non-exporter), and export intensity (FSTS).

Fernandez-Ortiza, R., & Lombardo, G. F. 2009. Influence of the capacities of top management on the internationalization of SMEs. Entrepreneurship & Regional Development, 21(2): 131–154.Country: SpainDependent variable: International Diversification – ‘GDESI’ (geographical distribution of export sales index) to measure the geographical distribution of export sales strategy.

Fernández-Mesa, A. & Alegre, J. 2015. Entrepreneurial orientation and export intensity: Examining the interplay of organizational learning and innovation. International Business Review, 24(1): 148-156.Country: Italy and SpainOutcome examined: Organizational learning capability and innovation mediates the relationship between entrepreneurial orientation and exports intensity.Dependent variable: N/A (structural equations modelling)

Fernhaber, S.; Gilbert, B. A. & McDougall, P. 2008. International entrepreneurship and geographic location: An empirical examination of new venture internationalization. Journal of International Business Studies, 39 (2): 267-290. Country: United States

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Dependent Variables: FSTS and geographic scope of internationalization.

Fernhaber, S. A. McDougall, P. P. & Oviatt, B. M. 2007. Exploring the role of industry structure in new venture internationalization. Entrepreneurship: Theory & Practice, 31 (4): 517-542. Country: N/A (Conceptual paper) Dependent Variable: New venture internationalization.

Fernhaber, S. A., McDougall-Covin, P. P. & Shepherd, D. A. 2009. International entrepreneurship: leveraging internal and external knowledge sources. Strategic Entrepreneurship Journal, 3(4): 297-320.Country: USOutcome examined: International knowledge may be sourced externally, including from alliance partners, venture capital firms, and firms in close proximity. Interestingly, and contrary to absorptive capacity arguments, new ventures with limited internationally experienced top management teams benefi ted most from external international knowledge sources.Dependent variables: International sales intensity, international asset intensity, and international scope.

Fernhaber, S. A., & Li, D. 2010. The impact of interorganizational imitation on new venture international entry and performance. Entrepreneurship Theory and Practice, 34(1): 1-30.Country: USDependent variables: New venture international entry (is international entry of a new venture) and new venture performance (profitability and sales growth).

Fernhaber, S. A., & Li, D. 2013. International exposure through network relationships: Implications for new venture internationalization. Journal of Business Venturing, 28(2): 316-334.Country: USOutcome examined: The findings are three-fold. First, international exposure from both types of network relationships positively influence new venture internationalization, and serve as substitutes for each other. Second, the effects differ based on the age of the venture. While older ventures benefit more from international exposure from alliance partners, younger ventures are more influenced by international exposure from geographically proximate firms. Third, our analysis confirms a three-way interactive effect of age and international exposure from informal and formal relationships on new venture internationalization.Dependent variables: New venture internationalization.

Fernhaber, S. A., & McDougall-Covin, P. P. 2009. Venture Capitalists as Catalysts to New Venture Internationalization: The Impact of Their Knowledge and Reputation Resources. Entrepreneurship Theory and Practice, 33(1): 277–295.Country: USDependent variable: New venture internationalization: international sales intensity (foreign sales as a percentage of total sales in the IPO year); international asset intensity (foreign assets as a percentage of total assets); international scope (counting the number of regions in the triad that had been entered, including North America, Asia Pacific, and the European Union).

Filatotchev, I. & Piesse, J. 2009. R&D, internationalization and growth of newly listed firms: European evidence. Journal of International Business Studies, 40: 1260-1276.Country: UK, Germany, Italy and France. Dependent variables: R&D intensity is measured as R&D expenditures as a percentage of sales (R&D/ sales). Export intensity is measured as international sales as a percentage of

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total sales (International sales/sales). Finally, growth is measured as annual percentage change in total sales (Sales growth).

Filatotchev, I., Liu, X., Buck, T., & Wright, M. 2009. The export orientation and export performance of high-technology SMEs in emerging markets: The effects of knowledge transfer by returnee entrepreneurs. Journal of International Business Studies, 40: 1005–1021.Country: China. Dependent variables: (1) Export orientation: (Two measures i: binary variable equal to 1 for exporting companies, and zero otherwise; ii: categorical data on reported ranges of export sales using intervals for export sales) (2) Export performance: (Measure the extent to which the entrepreneurs were satisfied with export performance in terms of market share, sales growth and pre-tax profitability of their sales in international market).

Fink, M. & Harms, R. 2012. Contextualizing the relationship between self-commitment and performance: Environmental and behavioural uncertainty in (cross-border) alliances of SMEs. Entrepreneurship and Regional Development, 24(3-4): 161-179.Countries: Czech Republic, Slovenia, and Austria.Outcomes examined: The performance effect of cooperation based on self-commitment is contingent upon the geographic origin of the focal company.Dependent variables: Performance.

Fischer E. & Reuber, A. R. 2003. Targeting export support to SMEs: Owners’ international experience as a segmentation basis. Small Business Economics, 20 (1): 69-82. Country: Canada Dependent Variables: (1) Perceived role of exporting; (2) network-related barriers recognized; (3) attention paid to key information sources; (4) awareness of export support programs; and (5) use of export support programs.

Fletcher, M. & Harris, S. 2012. Knowledge acquisition for the internationalization of the smaller firm: Content and sources. International Business Review, 21(4): 631-647.Country: Scotland, UKOutcomes examined: Multiple case studies: There are three sources of experiential knowledge and two sources of objective knowledge. The acquisition of internationalization knowledge is crucial for international growth.

Fletcher, M., Harris, S. & Richey Jr. G. R. 2013. Internationalization Knowledge: What, Why, Where, and When?. Journal of International Marketing, 21(3): 47-71. Country: Scotland, UKOutcomes examined: Multiple case studies: a framework that distinguishes three categories of internationalization knowledge necessary for internationalizing firms to gain market entry, localize strategies, and organize international enterprise procedures.

Francis, J. & Collins-Dodd, C. 2004. Impact of export promotion programs on firm competencies, strategies and performance: The case of Canadian high-technology SMEs. International Marketing Review, 21(4/5): 474-495.Country: CanadaDependent variable: Export performance (export intensity (export sales/total sales), export sales growth and export sales volume).

Francis, J. & Collins-Dodd, C. 2000. The impact of firms’ export orientation on the export performance of high-tech small and medium-sized enterprises. Journal of International Marketing, 8(3): 84-103.

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Country: Canada Dependent Variable: Export performance.

Freeman, S. & Cavusgil, T. 2007. Toward a typology of commitment states among managers of born-global firms: A study of accelerated internationalization. Journal of International Marketing, 15 (4): 1-40. Country: Australia Outcomes examined: Accelerated internationalization.

Freeman, S. Edwards, R. & Schroder, B. 2006. How smaller born-global firms use networks and alliances to overcome constraints to rapid internationalization. Journal of International Marketing, 14 (3): 33-63. Country: Australia Outcomes examined: Rapid versus lower internationalization of SMEs.

Freeman, S., Hutchings, K., Lazaris, M., & Zyngier, S. 2010. A model of rapid knowledge development: The smaller born-global firm. International Business Review, 19(1): 70–84.Country: N/A (Conceptual). Dependent variable: N/A

Fryges, H. 2009. Internationalisation of technology-oriented firms in Germany and the UK. Small Business Economics, 33: 165-187.Country: Germany and UK Dependent variable: Transition probability.

Forlani, D., Parthasarathy, M. & Keaveney, S. M. 2008. Managerial risk perceptions of international entry-mode strategies: The interaction effect of control and capability. International Marketing Review, 25(3): 292-311.Country: JapanDependent variables: Managerial perceived-risk.

Ford, D. 2002. Distribution, internationalization and networks: Solving old problems, learning new things and forgetting most of them. International Marketing Review, 19(3): 225-235. Country: N/A (viewpoint)Outcome examined: N/A

Gabrielsson, M. & Gabrielsson, P. 2011. Internet-based sales channel strategies of born global firms. International Business Review, 20(1): 88-89.Country: Finland.Outcome examined: Case studies: The Internet-based multiple sales channels proved to be more common in born globals that had reached a higher globalization degree than in those which were still at a preliminary stage. A novel finding was that relationship development with small local channels and MNCs also remains important when Internet sales channels are used.

Gabrielsson, M., Gabrielsson P., & Dimitratos, P. 2014. International entrepreneurial culture and growth of international new ventures. Management International Review, 54(4): 445-471. Country: Finland.Outcome examined: a longitudinal case study of four Finnish INVs as they grow over time: The findings suggest that various international entrepreneurship culture dimensions affect the growth of INVs across their different phases.

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Gabrielsson, P., Gabrielsson, M. & Seppälä, T. 2012. Marketing strategies for foreign expansion of companies originating in small and open economies: the consequences of strategic fit and performance. Journal of International Marketing, 20(2): 25-48.Countries: Finland and Sweden.Outcome examined: Foreign expansion path, foreign business experience, and external globalization pressure have an impact on the selection of marketing strategies.Dependent variables: Breadth of product offering, and standardization of marketing strategy.

Gallego, Á. & Casillas, J. C. 2014. Choice of markets for initial export activities: Differences between early and late exporters. International Business Review, 23(5): 1021-1033.Country: Spain.Outcome examined: Early exporters begin exporting to a greater number of countries than late exporters. However, in the case of early exporters, those countries are institutionally closer to the country of origin of the firm.Dependent Variables: number of country markets, and institutional distance.

Gassmann, O. & Keupp, M. M. 2007. The competitive advantage of early and rapidly internationalising SMEs in the biotechnology industry: A knowledge-based view. Journal of World Business, 42(3): 350-366.Countries: Switzerland, Germany, and AustraliaOutcome examined: The authors have provided some evidence as to what the basis of BGs’ competitive advantage is and how it can be sustained by adequate protection. They have also argued that the ‘liability of smallness’ of BGs has been overstated, and shown that there are many innovative measures BGs have found to overcome the problem of limited tangible resources.Explanatory factors: Qualitative study: the generation and protection of their competitive advantage that enables them to internationalise early and rapidly.

Ganotakis, P. & Love, J. H. 2012, Export propensity, export intensity and firm performance: The role of the entrepreneurial founding team. Journal of International Business Studies, 43: 693-718.Country: UKOutcome examined: Commercial and managerial experience helps firms become exporters, but once over the exporting hurdle it is education, both general and specific, that has a substantially positive effect.Dependent variable: Export activity (expressed as the proportion of total sales derived from exporting)..

George, G., Wiklund, J. & Zahra, S.A. 2005. Ownership and the internationalization of small firms. Journal of Management, 31(2): 210-233. Country: Sweden Dependent Variables: (1) Scale of internationalization: measured as the average of export share, import share, share of advertising budget directed at international markets, share of R&D expenditure abroad, and share of production abroad. (2) Scope of internationalization: measured by the number of countries in which the firm had direct export relationships.

Gerschewski, S., Rose, E. L. & Lindsay, V. J. 2015. Understanding the drivers of international performance for born global firms: An integrated perspective. Journal of World Business, advance online publication March 31, doi:10.1016/j.jwb.2014.09.001Countries: Australia, New ZealandOutcome Examined: The development of an integrated performance model for born global firms.Dependent Variable: International performance (n.b. a mixed method is used)

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Gerschewski, S., & Xiao, S. S. 2015. Beyond financial indicators: An assessment of the measurement of performance for international new ventures. International Business Review, advance online publication March 31, doi:10.1016/j.ibusrev.2014.11.003Countries: Australia, New ZealandOutcome Examined: financial performance is generally more important than operational performance for INVs.

Glaister, A. J., Liu, Y., Sahadev, S., & Gomes, E. 2014. Externalizing, internalizing and fostering commitment: The case of born-global firms in emerging economies. Management International Review, 54(4): 473-496.Countries: 29 emerging economiesDependent Variables: (1) temporary worker ratio, (2) skilled worker ratio and (3) training levelsOutcome Examined: As firm size increases the use of temporary workers decreases, the number of skilled workers increases and the number of employees receiving training also increases.

Glavas, C. & Mathews, S. 2014. How international entrepreneurship characteristics influence Internet capabilities for the international business processes of the firm. International Business Review, 23(1): 228-245.Country: AustraliaOutcome examined: International entrepreneurs encompassing high levels of proactiveness exhibit higher levels of Internet capabilities.

Gleason, K. C. & Wiggenhorn, J. 2007. Born globals, the choice of globalization strategy, and the market's perception of performance. Journal of World Business, 42(3): 322-335.Country: the US.Outcome examined: Market responds positively to announcements of international expansions by born global firms, and that larger, more profitable, and more liquid firms have a higher propensity to engage in joint ventures rather than acquisitions. Moreover, the market favors firms that announce joint ventures, rewarding them with significantly positive abnormal returnsDependent variable: Globalization strategy as a dummy variable (born global firms that make an acquisition and that enter a JV).

Golovko, E. & Valentini, G. 2011. Exploring the complementarity between innovation and export for SMEs’ growth. Journal of International Business Studies, 42(3): 362–380.Country: Spain.Outcome examined: Consistent with the presence of complementarity, the positive effect of innovation activity on firms’ growth rate is higher for firms that also engage in exports, and vice versa. Furthermore, ceteris paribus, firms’ adoption of one growth strategy (e.g., entering export markets) positively influences the adoption of the other (e.g., innovation). Dependent variable: Growth rate.

Gnizy, I. & Shoham, A. 2014. Uncovering the influence of the international marketing function in international firms. International Marketing Review, 31(1): 51 – 78. Country: Israel.Outcome examined: international marketing (IM) functions are influential, valuable, and play an important role. IM-general marketing (GM) coordination enhances IMs’ influence while IM-GM conflicts and IM's influence are unrelated. IMs’ influence enhances performance directly and indirectly through orientations. Importantly, the combined orientations had a negative synergistic effect on performance.Dependent variable: Firm strategic orientations (including international entrepreneurial orientation).

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Godley, A., & Fletcher, S. 2000. Foreign entry into British retailing, 1850-1994. International Marketing Review, 17(4/5): 392-400.Country: UKDependent variable: Log annual entry rate.

Gregorio, D. D., Musteen, M., & Thomas, D. E. 2009. Offshore outsourcing as a source of international competitiveness for SMEs. Journal of International Business Studies, 40: 969–988.Country: Southwest US state of New MexicoDependent Variable: Extent of internationalization of sales: Foreign sales as a percentage of total sales.

Guler, I. & Guillén, M. F. 2010. Home country networks and foreign expansion: Evidence from the venture capital industry, Academy of Management Journal, 53(2): 390–410.Country: USDependent variable: Firm-country-year (The dependent variable (an event) equalled 1 if firm i entered country j during year t).

Hagen, B. & Zucchella, A. (2014). Born global or born to run? The long-term growth of born global firms. Management International Review, 54(4): 497-525.Countries: Austria, Italy and Switzerland Outcome examined: The “openness” of the founders and the early preparation for growth determine both the extent of organizational learning and the speed at which it is developed and used.

Hallbäck, J. & Gabrielsson, P. 2013. Entrepreneurial marketing strategies during the growth of international new ventures originating in small and open economies. International Business Review, 22(6): 1008-1020.Country: Finland.Outcome examined: Case studies: The innovativeness and adaptation of marketing strategies decrease during the global growth of INVs.

Hashai, N. 2011. Sequencing the expansion of geographic scope and foreign operations by “born global” firms. Journal of International Business Studies, 42(8): 995-1015.Country: Israel.Outcome examined: This study theorizes and empirically demonstrates that born global firms stick to a dominant internationalization path over subsequent periods.Dependent variable: Geographic scope.

Hashai, N., Asmussen, C. G., Benito, G. R. G., & Petersen, B. 2010. Technological knowledge intensity and entry mode diversity. Management International Review, 50: 659–681.Country: Israel Dependent variable: Entry Modes: (1) Area-level diversity, (2) Activity-level diversity, and (3) Corporate entry mode diversity.

Hennart, J.-F. 2014, The accidental internationalists: A theory of born globals. Entrepreneurship Theory & Practice, 38(1): 117–135. Country: N/A (Conceptual paper).Outcome examined: INVs/BGs sell to spatially dispersed customers distinctive niche products that incur low communication, transportation, and adaptation costs. In contrast to the firms described by the Uppsala model, selling to foreign customers does not require additional time or effort for INVs/BGs. Thus INVs/BGs can be seen as accidental internationalists.

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Hessels, J., & Terjesen, S. 2010. Resource dependency and institutional theory perspectives on direct and indirect export choices. Small Business Economics, 34: 203–220.Country: NetherlandsDependent variables: (1) Export involvement: For export involvement, researchers construct a dummy variable composed of no export activities (0) and exports, both indirect and direct (1). (2) Export mode: For export mode, researchers construct a dummy variable with direct export (0) and indirect export (1). Direct exports include exports through a firm-owned foreign (sales) office abroad.

Hessels, J. & van Stel, A. 2011. Entrepreneurship, export orientation, and economic growth. Small Business Economics, 37(2): 255-268.Countries: 34 countries.Outcome examined: On top of a positive relation between entrepreneurial activity in general and subsequent macroeconomic growth, there is an additional positive effect of export-oriented early-stage entrepreneurship in higher-income countries. However, there is no such additional effect in lower-income countries.Dependent variables: 4-year average (i.e., the average over years t to t − 3) of real GDP growth.

Hewerdine, L. & Welch, C. 2013. Are international new ventures really new? A process study of organizational emergence and internationalization. Journal of World Business, 48(4): 466-477.Country: AustraliaOutcome examined: Using a qualitative process-based case study, the authors identify the key inception events of six SMEs that according to conventional definitions could be considered INVs/born globals.

Hewerdine, L. J., Rumyantseva, M. & Welch, C. 2014. Resource scavenging: Another dimension of the internationalisation pattern of high-tech SMEs. International Marketing Review, 31(3): 237 - 258 Country: AustraliaOutcome examined: Multiple case studies: Internationalisation can take the form of searching, prospecting or “scavenging” for resources.

Hughes, M., Martin, S. L., Morgan, R. E., & Robson, M. J. 2010. Realizing product-market advantage in high-technology international new ventures: the mediating role of ambidextrous innovation. Journal of International Marketing, 18(4): 1-21.Country: MexicoOutcomes examined: Export venture performance

Hutchinson, K., Quinn, B. & Alexander, N. 2006. SME retailer internationalisation: Case study evidence from British retailers. International Marketing Review, 23(1): 25-53.Country: UKOutcome examined: Case study; Theme: Industry profile, firm size, barriers, international stimulus, international drivers, process of international development, and entry mode.

Jantunen, A., Nummela, N., Puumalainen, K. & Saarenketo, S. 2008. Strategic orientations of born globals - Do they really matter? Journal of World Business, 43(2), 158-170.Country: FinlandOutcome examined: Strategic orientations are related to a firm's international performance. This relationship is moderated by its international growth strategy.Dependent variables: International performance.

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Javalgi, R. R. G., Deligonul, S., Ghosh, A. K., Lambert, D. M., & Cavusgil, S. T. 2010. Foreign market entry mode behavior as a gateway to further entries: The NAFTA experience. International Business Review, 19(3): 209–222.Countries: Mexico, Canada and USDependent variables: Current and future involvement (At the high end of involvement options, study consider the equity-based modes. These require opting for wholly-owned operations and equity joint ventures; at the lower level of commitment options, study considers non-equity-based modes involving contractual agreements and export. From high to low, the dependent variables in this study capture information about decreasing levels of equity participation, resource commitment, risk involvement, and control).

Johanson, J., & Vahlne, J.-E. 2009. The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40: 1411–1431. Country: N/A (Conceptual)Dependent variable: N/A

Johanson, M. & Martín, O. M. 2015. The incremental expansion of Born Internationals: A comparison of new and old Born Internationals. International Business Review, advance online publication March 31, doi:10.1016/j.ibusrev.2014.10.006Country: SpainOutcome examined: International business experience and international commitment can to some extent be viewed as driving forces in the internationalization process of BIs.

Johnson, J., Yin, E., & Tsai, H. 2009. Persistence and Learning: Success Factors of Taiwanese Firms in International Markets. Journal of International Marketing, 17(3): 39–54.Country: Taiwan Dependent variable: Firm performance, measured with accounting- or financial market–based metrics.

Jones, M. V. & Casulli, L. 2014. International entrepreneurship: Exploring the logic and utility of individual experience through comparative reasoning approaches. Entrepreneurship Theory & Practice, 38(1): 45–69. Country: N/A (Conceptual)Outcome examined: The authors suggest that individual experience and reasoning, as applied to new endeavours in internationalization, are concepts with high potential to advance conceptual and empirical research in IE.

Jones, M. & Coviello, N. 2005. Internationalisation: Conceptualising an entrepreneurial process of behaviour in time. Journal of International Business Studies, 36 (3): 284-303. Country: N/A (Conceptual paper) Dependent Variable: N/A. Note: The paper develops three potential models of internationalisation as a time-based process of entrepreneurial behaviour.

Jones, M. V., Coviello, N. E. & Tang, Y. K. 2011. International Entrepreneurship research (1989–2009): A domain ontology and thematic analysis. Journal of Business Venturing, 26(6): 632-659.Country: N/A (Systematic literature review).Outcome examined: The authors inventory the domain of IE to provide a relevant and comprehensive organization of its research. This involves examining the subject matter of IE research, and inductively synthesizing and categorizing it into major themes and sub-themes.

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Jørgensen, E. J. B. 2014. Internationalisation patterns of border firms: speed and embeddedness perspectives. International Marketing Review, 31(4): 438 – 458.Country: NorwayOutcome examined: Case studies: Three different internationalisation patterns of border firms an early single-country path, a born-again border path and a born border path, are empirically identified and described; then, a model of the distinctive cross-border pathway is developed.

Julien, P.A. & Ramangalahy, C. 2003. Competitive strategy and performance of exporting SMEs: An empirical investigation of the impact of their export information search and competencies. Entrepreneurship: Theory & Practice, 27 (3): 227-245. Country: Canada Dependent Variables: Export competences, use of export related information, and importance placed on export related information.

Jung, J. C., & Bansal, P. 2009. How firm performance affects internationalization. Management International Review, 49: 709–732.Country: JapanDependent variables: Change in the degree of internationalization (Measured change in the degree of internationalization by subtracting the logarithm of the number of countries in the previous year (t−1) from the logarithm of the number of countries in the present year (t)).

Kalinic, I. & Forza, C. 2012. Rapid internationalization of traditional SMEs: Between gradualist models and born globals. International Business Review, 21(4): 694-707.Country: ItalyOutcome examined: Multiple case studies: Specific strategic focus (as opposed to knowledge-intensity, international network, and international experience) is the determinant success aspect of the change in the internationalization process.

Katsikea, E. S.; Theodosiou, M.; Morgan, R. E. & Papavassiliou, N. 2005. Export market expansion strategies of direct-selling small and medium-sized firms: Implications for export sales management activities. Journal of International Marketing, 13 (2): 57-92. Country: United Kingdom Dependent variables: Strategy type (spreader versus concentrator); level of export sales management behavioural control; satisfaction with export sales organization design; export sales managers’ motivation, professional competence, and customer orientation; export sales managers’ behaviours.

Kauser, S. & Shaw, V. 2004. The influence of behavioural and organisational characteristics on the success of international strategic alliances. International Marketing Review, 21(1): 17-52.Country: USAOutcome examined: International strategic alliance success (financial market success, satisfaction with relationship, and satisfaction with goals of alliance).Explanatory factors: Behavioural and organisational characteristics.

Kaynak, E., Tattolu, E. & Kula, V. 2005. An analysis of the factors affecting the adoption of electronic commerce by SMEs: Evidence from an emerging market. International Marketing Review, 22(6): 623-640.Country: TurkeyOutcome examined: Internet-based E-Commerce adoption.

Keupp, M. M., & Gassmann, O. 2009. The Past and the Future of International Entrepreneurship: A Review and Suggestions for Developing the Field. Journal of Management, 35(3): 600-633.

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Country: N/A (Review)Dependent variable: N/A

Khalid, S. & Bhatti, K. 2015. Entrepreneurial competence in managing partnerships and partnership knowledge exchange: Impact on performance differences in export expansion stages. Journal of World Business, online advance publication, doi:10.1016/j.jwb.2015.01.002Countries: Mainly from Scandinavia, Asia Pacific and a relatively smaller number from the USA and the UKDependent variables: The performances at initial and subsequent expansion stages of internationalizationOutcome examined: The role of international entrepreneurship when the focus is on management's efforts in external organization and firm level dissemination of knowledge from partners after a foreign market entry.

Khalid, S. & Larimo, J. 2012. Firm specific advantage in developed markets dynamic capability perspective. Management International Review, 52(2): 233-250.Country: Not specified. Outcome examined: Initial survival and growth following the survival are positively and significantly influenced by dynamic capability and firm specific intangible assets. Moreover, specific intangible assets play a major role in the initial survival and in the growth following it.Measurements: Product advantage, alliance management capability, marketing planning and implementation capability, alliance, learning capability, survival following entry, and growth following the survival (Structural equation modeling).

Khavul, S., Pérez-Nordtvedt, L., & Wood, E. 2010. Organizational entrainment and international new ventures from emerging markets. Journal of Business Venturing, 25(1): 104–119.Countries: China, India and South Africa. Dependent variable: International new venture performance (sales growth, profitability, market share and competitive position since internationalization).

Khavul, S., Peterson, M., Mullens, D., & Rasheed, A. A. 2010. Going global with innovations from emerging economies: Investment in customer support capabilities pays off. Journal of International Marketing, 18(4): 22–42.Country: India and ChinaOutcomes examined: Improved organisational learning and improved organisational performance.

Kirby, D. & Kaiser, S. 2003. Joint ventures as an internationalization strategy for SMEs. Small Business Economics, 21 (3): 229-242. Countries: United Kingdom and China Outcomes examined: Joint ventures success.

Kiss, AN, Danis, WM and ST Cavusgil (2012). International entrepreneurship research in emerging economies: A critical review and research agenda, Journal of Business Venturing, 27, 266-290.Country: N/A (Literature review)

Kiss, A. N., Williams, D. W. & Houghton, S. M. 2013. Risk bias and the link between motivation and new venture post-entry international growth. International Business Review, 22(6): 1068-1078.Country: US.Outcome examined: The extent to which entrepreneurs perceive internationalization

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choices more or less risky than an objective standard (i.e. internationalization risk bias) leads to variations in international growth rates, in particular international scope. Further, the decision-maker's motivation leads to differences in both internationalization risk bias and international scope.Measurements: International scope, international motivation, and international risk bias (structural equation modelling).

Knight, G. 2000. Entrepreneurship and marketing strategy: The SME under globalization. Journal of International Marketing, 8 (2): 12-32. Country: US Dependent Variable: Firm performance.

Knight, G. & Cavusgil, T. 2004. Innovation, organizational capabilities, and the born-global firm. Journal of International Business Studies, 35 (2): 124-141. Country: US Dependent Variables: Global technological competence, product development, quality focus, leveraging foreign distributor competence, and performance in global markets (perceptual measure).

Knight, G., Madsen, T. K. & Servais, P. 2004. An inquiry into born-global firms in Europe and the USA. International Marketing Review, 2: 645-665.Country: US and DenmarkOutcomes examined: Firm international performance.

Kocak, A., & Abimbola, T. 2009. The effects of entrepreneurial marketing on born global performance. International Marketing Review, 26(4/5): 439-452.Country: TurkeyOutcome examined: Performance of born-global (early internationalization of born-global from emerging economies).

Kontinen, T. & Ojala, A. 2012. Internationalization pathways among family-owned SMEs. International Marketing Review, 29(5): 496 – 518.Country: Finland. Outcome examined: Multiple case studies: The authors have found that ownership structure had the most important role in defining the internationalization pathways followed by the family-owned SMEs: a fragmented ownership structure led to traditional internationalization pathway whereas a concentrated ownership base led to born global or born-again global pathways.

Kropp, F., Lindsay, N. J., & Shoham, A. (2006). Entrepreneurial, market, and learning orientations and international entrepreneurial business venture performance in South African firms. International Marketing Review, 23(5), 504-523.Country: South Africa Dependent variable: Business venture performance: 1) Objective firm performance, 2) Subjective personal performance, 3) Subjective firm performance.

Kuemmerle, W. 2002. Home base and knowledge management in international ventures. Journal of Business Venturing, 17 (2): 99-122. Country: N/A (Analysis of published case studies). Outcomes examined: International evolution and international character of ventures.

Kuivalainen, O., Sundqvist, S., Saarenketo, S. & McNaughton, R. 2012. Internationalization patterns of small and medium-sized enterprises. International Marketing Review, 29(5): 448 – 465.

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Country: N/A (Conceptual paper). Outcomes examined: The complexities of existing definitions and methodologies for researching internationalization patterns are highlighted, and a synthesis of the issues is provided. An integrative model of internationalization pathways, and their antecedents and outcomes is presented.

Kuivalainen, O., Sundqvist, S. & Servais, P. 2007. Firms’ degree of born-globalness, international entrepreneurial orientation and export performance. Journal of World Business, 42(3): 253-267.Country: FinlandOutcomes examined: True born-globals had better export performance. Also, depending on the degree of born-globalness, different dimensions of EO were of importance.Dependent variables: Degree of born-globalness.

Kundu, S. & Katz, J. 2003. Born-international SMEs: Bi-level impacts of resources and intentions. Small Business Economics, 20 (1): 25-47. Country: India Dependent Variable: Export performance defined as: (1) exports as a percentage of total sales; (2) exports growth in percentage as compared to the previous year.

Kyläheiko, K., Jantunen, A., Puumalainen, K., Saarenketo, S. & Tuppura, A. 2011. Innovation and internationalization as growth strategies: The role of technological capabilities and appropriability, International Business Review, 20(5): 508-520.Country: FinlandOutcomes examined: A profitable firm needs to have unused technological capabilities in order to exploit economies of scope through innovation. A strong appropriability regime strengthens growth. Internationalization and innovation combined is the most advisable option when domestic markets are limited.Dependent variables: International sales, and innovative sales percentage

Laanti, R., McDougall, F., & Baume, G. 2009. How well do Traditional Theories Explain the Internationalisation of Service MNEs from Small and Open Economies? – Case: National Telecommunication Companies. Management International Review, 49: 121-144.Country: SingaporeOutcomes examined: Market and operation strategy

Lages, L.; Japs, S. & Griffith, D. 2008. The role of past performance in export ventures: A short-term reactive approach. Journal of International Business Studies, 39 (2): 304-325. Country: Portugal Dependent Variables: Marketing strategy adaptation (measured as: product adaptation, promotion adaptation, pricing adaptation, and distribution adaptation) and current export performance (FSTS).

Lamb, P. W. & Liesch, P. W. 2002. The internationalization process of the smaller firm: re-framing the relationships between market commitment, knowledge and involvement. Management International Review, 42 (1): 7-27. Country: Australia Outcomes examined: Withdrawal and retreat (de-internationalization) and reestablishment of the internationalization process involvement.

Lautanen, T. 2000. Modelling small firms' decisions to export – Evidence from manufacturing firms in Finland, 1995. Small Business Economics, 14 (2): 107-124. Country: Finland.Dependent Variable: Commitment to exporting.

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Lechner, C., & Leyronas, C. 2009. Small-Business group formation as an entrepreneurial development model. Entrepreneurship Theory and Practice, 33(3): 645-667.Country: France.Outcome examined: Formation of small business groups in developed country. (Case study approach)

Lee, S.-H. & Makhija, M. 2009. Flexibility in internationalization: is it valuable during an economic crisis? Strategic Management Journal, 30(5): 537–555.Country: Korea Dependent variable: Tobin’s q is a standardized measure of the value ascribed to a firm by investors. Leonidou, L. C., Katsikeas, C. S., Palihawadana, D. & Spyropoulou, S. 2007. An analytical review of the factors stimulating smaller firms to export: Implications for policy-makers. International Marketing Review, 24(6): 735-770.Country: N/AOutcome examined: Factors stimulating smaller firms (Systematic review)

Lévesque, M., Minniti, M., & Shepherd, D. 2009. Entrepreneurs’ decisions on timing of entry: Learning from participation and from the experiences of others. Entrepreneurship Theory and Practice 33(2): 547–570.Country: N/A (Conceptual)Dependent variable: N/A

Li, L., Qian, G. & Qian, Z. 2012. Early internationalization and performance of small high-tech “born-globals”. International Marketing Review, 29(5): 536 – 56.Country: USOutcome examined: Such organizational variables as firm size and international experience have a non-linear, inverted U-shaped relationship with these firms’ early internationalization. Some strategic variables, such as R&D intensity, have significant impacts, whereas others, such as advertising intensity and strategic alliances, have none. However, the interactions between these strategic variables have a more significant influence upon these firms’ early internationalization than do the individual strategic variables in isolation. Dependent variables: Early internationalization, and performance (profit margin or return on sales).

Li, L., Qian, G. & Qian, Z. 2015. Should small, young technology-based firms internalize transactions in their internationalization? Entrepreneurship Theory & Practice, in advance online March 31, DOI: 10.1111/etap.12081.Country: CanadaOutcome examined: Choice of governance structure by small, young technology-based entrepreneurial firms is determined by a specific set of conditions, specifically, their choice of governance structure depends on their strategic assets, industry dynamism, and business scope.Dependent variables: Governance structure (internalization).

Liang, X., Musteen, M., & Datta, D. K. 2009. Strategic orientation and the choice of foreign market entry mode: an empirical examination. Management International Review, 49: 269–290.Country: USAOutcome examined: Entry Mode.

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Liesch, P. W., Welch, L. S. & Buckley, P. J. 2011. Risk and uncertainty in internationalisation and international entrepreneurship studies. Management International Review, 51(6): 851-873.Country: N/A (Conceptual paper).Outcome examined: There is need for a more nuanced treatment of risk and of uncertainty in the international expansion of firms in their interactions with each other.

Lindstrand, A., Melén, S. & Nordman, E. R. 2011. Turning social capital into business: A study of the internationalization of biotech SMEs. International Business Review, 20(2): 194-212.Country: Sweden.Outcome examined: Case studies: all dimensions (structural, relational, and cognitive) of social capital affect the acquisition of foreign market knowledge and financial resources, and the usefulness of individuals’ social capital often changes during SMEs’ internationalization.

Liu, B. & Fu, Z. 2011. Relationship between strategic orientation and organizational performance in born global [sic]: A critical review, International Journal of Business and Management, 6(3): 109-115.Country: N/A (Literature review)

Loane, S. & Bell, J. 2006. Rapid internationalisation among entrepreneurial firms in Australia, Canada, Ireland and New Zealand An extension to the network approach. International Marketing Review, 23(5), 467-485.Countries: Australia, Canada, Ireland and New Zealand. Outcome examined: Rapid internationalization.

Loane, S., Bell, J. Cunningham, I. 2014. Entrepreneurial founding team exits in rapidly internationalising SMEs: A double edged sword. International Business Review, 23(2): 468-477.Countries: Not specified. Outcome examined: Exits can be both positive and negative, they can either stall growth or be the removal of an impediment to growth.Explanatory factors: Case studies: Entrepreneurial founding teams exits.

Loane, S., Bell, J., & McNaughton, R. 2007. A cross-national study on the impact of management teams on the rapid internationalization of small firms. Journal of World Business, 42(4), 489-504.Countries: Australia, Canada, Ireland and New ZealandOutcome examined: Firms formed and/or managed by teams demonstrate superior performance in terms of pace of internationalization, broader market reach/spread and higher export ratios.Explanatory factors: Rapid internationalization

Lockett, A.; Wright, M.; Burrows, A.; Scholes, L. & Paton, D. 2008. The export intensity of venture capital backed companies. Small Business Economics, 31(1): 38-58. Countries: Several European countries Dependent Variable: Export intensity measured as FSTS.

Love, J. H. & Ganotakis, P. 2013. Learning by exporting: Lessons from high-technology SMEs. International Business Review, 22(1): 1-17.Country: UKOutcome examined: Consistent exposure to export markets helps firms overcome the innovation hurdle, but that there is a positive scale effect of exposure to export markets

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which allows innovative firms to sell more of their new-to-market products on entering export markets. Dependent variables: Innovation intensity (measured by the proportion of total sales accounted for by new-to-market products over the period 2001–2004).

Luo, Y., Zhao, J. H. & Du, J. 2005. The internationalization speed of e-commerce companies: An empirical analysis. International Marketing Review, 22(6): 693-709.Country: USADependent variable: Internationalization speed (It is measured by the difference between the year of a firm’s inception and the year it undertakes the first international expansion activity).

Lu, J. W. & Beamish, P. W. 2006. Partnering strategies and performance of SMEs’ international joint ventures. Journal of Business Venturing, 21 (4): 461-486. Country: Japan Dependent Variables: Longevity of international joint venture (years from founding to exit) and profitability of international joint venture (categorized as loss, breakeven or gain).

Lu, J. W. & Beamish, P. W. 2001. The internationalization and performance of SMEs. Strategic Management Journal, 22 (6-7): 565-586. Country: Japan Dependent variable: Performance.

Mainela, T., Puhakka, V. & Servais, P. 2014. The concept of international opportunity in international entrepreneurship: A review and a research agenda, International Journal of Management Reviews, 16(1): 105-129.Country: N/A (Literature review)

Majocchi, A.; Bacchiocchi, E. & Mayrhofer, U. 2005. Firm size, business experience and export intensity in SMEs: A longitudinal approach to complex relationships. International Business Review, 14 (6): 719-738. Country: Italy Dependent Variable: Export intensity (FSTS).

Malhotra, N., & Hinings, C. B. 2010. An organizational model for understanding internationalization processes. Journal of International Business Studies, 41: 330–349.Country: N/A (Conceptual paper)Dependent variables: N/A.

Mariotti, S. & Piscitello, L. 2001. Localized capabilities and the internationalization of manufacturing activities by SMEs. Journal Entrepreneurship & Regional Development, 13 (1): 65-80. Country: Italy Dependent Variable: The propensity of each province (geographical area) to undertake foreign manufacturing initiatives.

Mas-Ruiz, F. J., Nicolau-Gonzalbez, J. L. & Ruiz-Moreno, F. 2002. Foreign expansion strategy and performance. International Marketing Review, 19(4): 348-368.Country: SpainDependent variable: Firm performance and overseas expansion.

Mathews, J. & Zander, I. 2007. The international entrepreneurial dynamics of accelerated internationalization. Journal of International Business Studies, 38 (3): 387-403.

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Country: N/A (Conceptual paper) Dependent Variable: N/A Note: The authors propose an “international entrepreneurial dynamics framework” to better understand the initial stages of internationalization.

McDougall, P. P. & Oviatt, B. M. 2000. International entrepreneurship: the intersection of two research paths. Academy of Management Journal, 43 (5): 902-906. Country: N/A (Conceptual paper) Dependent Variable: N/A Note: The paper analyzes the fusion of international business and entrepreneurship research paths.

McDougall-Covin, P. P., Jones, M. V. & Serapio, M. G. 2014. High-potential concepts, phenomena, and theories for the advancement of international entrepreneurship research. Entrepreneurship Theory & Practice, 38(1): 1-10.Country: N/A (Special issue editorial)Outcome examined: The authors discuss to generate new topics and fresh insights, alternative arguments, and constructs.

McGaughey, S. L. 2007. Hidden ties in international new venturing: The case of portfolio entrepreneurship. Journal of World Business, 42(3): 307-321.Country: Australia,Outcome examined: A longitudinal qualitative study: This study introduces the phenomenon of portfolio entrepreneurship in international new venturing.

Mesquita, L.F. & Lazzarini, S.G. 2008. Horizontal and vertical relationships in developing economies: Implications for SMEs’ access to global markets. Academy of Management Journal, 51 (2): 359-380. Country: Argentina. Dependent Variable: FSTS.

Michailova, S. & Wilson, H. I. M. 2008. Small firm internationalization through experiential learning: The moderating role of socialization tactics. Journal of World Business, 43(2): 243-254.Country: N/A (Conceptual paper)Outcome examined: Socialization tactics moderate the relationship between individual international experiential knowledge and small firm internationalization.

Milanov, H. & Fernhaber, S. A. 2014. When do domestic alliances help ventures abroad? Direct and moderating effects from a learning perspective. Journal of Business Venturing, 29(3): 377-391.Country: US.Outcome examined: Internationally experienced domestic partners positively influence new ventures' international intensity. Dependent variables: New venture international intensity.

Mittelstaedt, J. D., Ward, W. A., & Nowlin, E. 2006. Location, industrial concentration and the propensity of small US firms to export Entrepreneurship in the international marketplace. International Marketing Review, 23(5), 486-503.Country: USDependent variable: Difference between smaller and larger firms in terms of export decision making.

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Moen, Ø. & Servais, P. 2002. Born global or gradual global? Examining the export behavior of small and medium-sized enterprises. Journal of International Marketing, 10 (3): 49-72. Countries: Norway, Denmark, and France Dependent Variable: Firms gradual development (firm's first year of exporting, year of establishment, and time period between establishment and export activity commencement).

Moen, Ø. 2002. The Born globals: A new generation of small exporters International Marketing Review, 19(2): 156-175. Country: N/A (viewpoint) Outcome examined: N/A

Moen, Ø., Madsen, T. K. & Aspelund, A. 2008. The importance of the internet in international business-to-business markets. International Marketing Review, 25(5): 487-503.Country: Norway and Denmark. Dependent variables: Performance in international market and new market knowledge.

Morgan-Thomas, A. & Bridgewater, S. 2004. Internet and exporting: Determinants of success in virtual export channels. International Marketing Review, 21, 393-408.Country: UKDependent variables: Perceived impact of the VEC (virtual export channels) on export sales, export profit, number of markets served and overall performance.

Mort, G. S., & Weerawardena, J. (2006). Networking capability and international entrepreneurship: How networks function in Australian born global firms. International Marketing Review, 23(5), 549-572.Country: Australia.Outcome examined: Networking capabilities (define as: as the capacity of the firm to develop a purposeful set of routines within its networks, resulting in the generation of new resource configurations and the firm’s capacity to integrate, reconfigure, gain and release resource combinations).

Mudambi, R. & Zahra, S. 2007. The survival of international new ventures. Journal of International Business Studies, 38 (2): 333-352. Country: United Kingdom Dependent Variable: Probability of survival.

Musteen, M., Datta, D. K. & Butts, M. M. 2014. Do international networks and foreign market knowledge facilitate SME internationalization? Evidence from the Czech Republic. Entrepreneurship Theory & Practice, 38(4): 749-774.Country: Czech Republic.Outcome examined: Firms with chief executive officers who had developed strong and diverse international networks exhibited greater knowledge of foreign markets prior to internationalization. However, no relationship was found between network density and such knowledge. In addition, foreign market knowledge prior to the first international venture had a positive impact on venture performance.Dependent variables: foreign market knowledge, and first international venture performance.

Musteen, M., Francis, J. & Datta, D. K. 2010. The influence of international networks on internationalization speed and performance: A study of Czech SMEs. Journal of World Business, 45(3): 197-205.Country: Czech Republic.Outcome examined: Firms sharing a common language with their international ties are able to internationalize faster than firms that do not share a common language. Moreover, geographically diverse networks contribute to superior performance. 

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Dependent variable: speed of internationalization (measured as the amount of elapsed time (in years) between the year of firm founding and the year of its first international venture), and international performance.

Muzychenko, O. & Liesch, P. W. 2015. International opportunity identification in the internationalisation of the firm. Journal of World Business, online advance publication, doi:10.1016/j.jwb.2014.12.001Country: AustraliaOutcome examined:  Using case evidence, the authors apply the theory of planned behaviour from social psychology to explain why some individuals identify international opportunities and overcome the liability of foreignness and the liability of outsidership inherent in a new international market entry. 

Nachum, L. 2010. When is foreignness an asset or a liability? Explaining the performance differential between foreign and local firms. Journal of Management, 36(3): 714-739.Country: London – UK Dependent variable: Performance (Return on assets).

Nadkarni, S., Herrmann, P. & Perez, P. D. 2011. Domestic mindsets and early international performance: The moderating effect of global industry conditions. Strategic Management Journal, 32(5): 510–531. Countries: US.Outcomes examined: The results highlight the role of domestic mindsets in the early phases of internationalization and prescribe the types of domestic mindsets needed to maximize early international performance in global, multi-domestic, and transnational industry conditions. Dependent variable: depth and breadth of domestic mindset.

Nadvi, K. & Halder, G. 2005. Local clusters in global value chains: Exploring dynamic linkages between Germany and Pakistan. Entrepreneurship & Regional Development, 17 (5): 339-363. Countries: Germany and Pakistan Outcomes examined: Differentiation between clusters. Explanatory factors: Knowledge and production links.

Nakos. G. & Brouthers, K. D. 2002. Entry mode choice of SMEs in Central and Eastern Europe. Entrepreneurship Theory and Practice, 27 (1): 47-63. Countries: Central and Eastern European countries Dependent variable: Mode of entry (equity vs. non-equity).

Nakos, G., Brouthers, K. D. & Dimitratos, P. 2014. International alliances with competitors and non-competitors: the disparate impact on SME international performance. Strategic Entrepreneurship Journal, 8(2): 167-182.Countries: UK and US.Outcomes examined: Alliances with non-competitors are positively associated with international performance, but that alliances with competitors are negatively related. In addition, in alliances with non-competitors, EO helps SMEs increase international performance and that in alliances with competitors, entrepreneurial orientation simply reduces the negative impact. Dependent variable: International performance.

Naldi, L. & Davidsson, P. 2014. Entrepreneurial growth: the role of international knowledge acquisition as moderated by firm age. Journal of Business Venturing, 29(5): 687-703.Country: Sweden

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Dependent variables: Entrepreneurial growth in the domestic and international marketsOutcome examined: The effect of international knowledge on growth via new products depends on firm age.

Navarro, A., Acedo, F. J., Robson, M. J., Ruzo, E., & Losada, F. 2010. Antecedents and consequences of firms’ export commitment: An empirical study. Journal of International Marketing, 18(3): 41–61.Country: SpainDependent variable: Export commitment (current export commitment, defined by thefinancial, managerial, and human resources the firm currently dedicates to foreign trade operations to achieve its goals and anticipated export commitment, which pertains to managers’ willingness to dedicate financial, managerial, and human resources to ongoing export activity).

Neville, F., Orser, B., Riding, A. & Jung, O. 2014. Do young firms owned by recent immigrants outperform other young firms? Journal of Business Venturing, 29(1): 55-71.Country: Canada. Outcomes examined: Immigrants have resources such as access to international networks that provide competitive advantage over non-immigrant owners that export or aspire to export. Not all immigrant business owners, however, are able to lever such advantages. Dependent variable: Performance (longitudinal performance measures composed of changes between 2004 and 2008 in revenues, profits, employment, and salary mass (the total salary expense of the firm)).

Nielsen, S. 2010. Top management team internationalization and firm performance: The mediating role of foreign market entry. Management International Review, 50: 185–206.Country: Switzerland Dependent variables: (1) Corporate performance: was measured as the return index for each company and year, an objective measure of stock market returns. (2) Foreign Market Entry: was measured as the number of foreign direct investments undertaken by a company in a particular year.

Nordman, E. M. & Melén, S. 2008. The impact of different kinds of knowledge for the internationalization process of Born Globals in the biotech business. Journal of World Business, 43(2): 171-185. Country: SwitzerlandOutcomes examined: The authors dichotomized born globals into two subsets: Born Industrials and Born Academics; different kinds of born globals follow different internationalization processes.Explanatory factors: A qualitative case study approach: Technological knowledge and International knowledge.

Nummela, N., Saarenketo, S., Jokela, P. & Loane, S. 2014. Strategic decision-making of a born global: a comparative study from three small open economies. Management International Review, 54(4): 527-550.Country: Finland, Ireland and IsraelOutcomes examined: The decision-making of born global firms seems to be characterised by alternating periods of causation- and effectuation-based logics.

Obadia, C. & Vida, I. 2006. Endogenous opportunism in small and medium-sized enterprises' foreign subsidiaries: Classification and research propositions. Journal of International Marketing, 14 (4): 57-86. Countries: European countries Outcomes examined: Opportunism and foreign subsidiary economic performance.

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O'Gorman, C. & Evers, N. 2011. Network intermediaries in the internationalisation of new firms in peripheral regions. International Marketing Review, 28(4): 340 – 364.Countries: Ireland. Outcomes examined: Case studies: The export promotion organization played an important role in information mediation: identifying foreign opportunities and customers; facilitating introductions to international customers; and by providing foreign market knowledge; and as a resource provider developing the firm's export capacity.

Ojala, A. 2015. Geographic, cultural, and psychic distance to foreign markets in the context of small and new ventures. International Business Review, advance online publication March 31, doi:10.1016/j.ibusrev.2015.02.007Countries: N/A (Conceptual paper)Outcomes examined: N/A

Ojala, A. & Tyrväinen, P. 2007. Market entry and priority of small and medium-sized enterprises in the software industry: An empirical analysis of cultural distance, geographic distance, and market size. Journal of International Marketing, 15 (3): 123-149. Country: Finland Dependent Variable: Target countries selected for market entry.

Ojala, A. 2009. Internationalization of knowledge-intensive SMEs: The role of network relationships in the entry to a psychically distant market. International Business Review, 18: 50–59.Country: Finland Outcome examined: Internationalization of Finish SME (Case study approach).

Óladóttir, Á. D. 2009. Internationalization from a Small Domestic Base: An Empirical Analysis of Foreign Direct Investments of Icelandic Firms. Management International Review, 49: 61-80.Country: IcelandOutcome examined: Degree of internationalization

Olejnik, E. & Swoboda, B. 2012. SMEs' internationalisation patterns: descriptives, dynamics and determinants. International Marketing Review, 29(5): 466 – 495. Country: Germany Outcome examined: The authors empirically find three internationalisation patterns: traditionals, born globals and born-again globals. Comparing modern SMEs with the same SMEs from ten years ago, it was found that firms may change their patterns. Moreover, the patterns are determined by international orientation, growth orientation, communication capability, intelligence generation capability and marketing-mix standardisation.Dependent variable: Internationalisation patterns.

Overby, J. W., & Min, S. 2001. International supply chain management in an Internet environment: A network-oriented approach to internationalization. International Marketing Review, 18(4): 392-420.Country: N/A (Conceptual paper). Dependent variable: N/A

Oviatt, B. & McDougall, P. 2005. Defining international entrepreneurship and modeling the speed of internationalization. Entrepreneurship: Theory & Practice, 29 (5): 537-553. Country: N/A (Conceptual paper) Dependent Variable: Internationalization speed (Initial entry, country scope, and commitment).

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Papadopoulos, N., & Martín, O. M. 2010. Toward a model of the relationship between internationalization and export performance. International Business Review, 19(4): 388–406.Country: SpainDependent variables: International commitment, level of internationalization, international experience, and export performance. .

Parrilli, M. & Sacchetti, S. 2008. Linking learning with governance in networks and clusters: Key issues for analysis and policy. Entrepreneurship & Regional Development, 20 (4): 387-408. Countries: Costa Rica and Italy Outcomes examined: Development of clusters and networks.

Patel, P. C., Fernhaber, S. A., McDougall-Covin, P. P. & van der Have, R. P. 2014. Beating competitors to international markets: The value of geographically balanced networks for innovation. Strategic Management Journal, 35(5): 691–711. Country: FinlandDependent variables: Speed of internationalizationOutcome examined: Ventures pursuing a balance of local and foreign network connections for the development of an innovation are able to bring the product more rapidly into the international marketplace.

Paul, J. & Gupta, P. 2014. Process and intensity of internationalization of IT firms – Evidence from India. International Business Review, 23(3): 594-603.Country: IndiaOutcome examined: Firm age has no impact on internationalization. Also, firms, especially in certain industries such as IT, do have access to information that reduces the risk aversion.Explanatory factors: International orientations of firms, and firm-level characteristics.

Peiris, I.K., Akoorie, M. E. M. & Sinha, P. 2012. International entrepreneurship: A critical analysis of studies in the past two decades and future directions for research, Journal of International Entrepreneurship, 10: 279-234.Country: N/A (Literature review)

Petersen, B., Welch, L. S., & Benito, G. R. G. 2010. Managing the internalisation process. Management International Review, 2010: 137–154.Country: N/A (Conceptual)Dependent variable: N/A

Pines, A.M., Lerner, M. & Schwartz, D. 2010. Gender differences in entrepreneurship: Equality, diversity and inclusion in times of global crisis, Equality, Diversity and Inclusion: An International Journal, 29 (2):186-198 .Country: N/A (Literature review)

Pinho, J. C. 2007. The impact of ownership: Location-specific advantages and managerial characteristics on SME foreign entry mode choices. International Marketing Review, 24(6): 715-734.Country: PortugalDependent variable: Equity / non-equity entry mode

Pla-Barber, J. & Alegre, J. 2007. Analysing the link between export intensity, innovation and firm size in a science-based industry. International Business Review, 16 (3): 275-293. Country: France Dependent variable: Export intensity (FSTS).

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Pla-Barber, J. & Escribá-Esteve, A. 2006. Accelerated internationalisation: evidence from a late investor country. International Marketing Review, 23(3): 255-278.Country: SpainDependent variable: Degree of internationalisation of the firm (SPEED: Time elapsed since the year firms were founded until the first year of exporting; EXTENT: Percentage of exports; and SCOPE: The number of countries to which it exports).

Podoynitsyna, K., Song, M. van der Bij, H. & Weggeman, M. 2013. Improving new technology venture performance under direct and indirect network externality conditions. Journal of Business Venturing, 28(2): 195-210.Country: US.Outcome examined: Firm ageDependent variable: New venture performance using two objective measures: an effectiveness measure and an efficiency measure.

Prashantham, S., & Birkinshaw, J. 2015. Choose your friends carefully: home-country ties and new venture internationalization. Management International Review, 55(2): 207-234.Country: IndiaOutcome examined: Internationalization is in general adversely affected by home-country relationships.Dependent variable:  International intensity (foreign/total sales).

Prashantham, S. & Floyd, S. W. 2012, Routine microprocesses and capability learning in international new ventures. Journal of International Business Studies, 43: 544-562.Country: N/A (Conceptual paper)Outcomes examined: Direct and indirect network externalities have opposite effects on the effectiveness of these strategies. Moreover, under network externalities, attempts to make ventures less dependent upon environmental instabilities perform differently compared to attempts to control the environment. Finally, real options reasoning does not always perform better under conditions of higher uncertainty, such as uncertainty due to direct network externalities.Dependent variable: The paper offers a micro-level explanation of capability learning in international new ventures. It argues that variability in the performative aspects of internationalization routines is associated with improvisational learning and new capability development, whereas variability in the ostensive aspects is associated with trial-and-error learning and existing capability improvement.

Prashantham, S. & Young, S. 2011, Post-entry speed of international new ventures. Entrepreneurship Theory & Practice, 35(2): 275–292. Country: N/A (Conceptual paper)Outcome examined:  The authors conceptualize a learning-based model of international new ventures (INVs)' post-entry internationalization speed focusing upon two measures: country scope speed and international commitment speed. 

Presutti, M. Boari, C. & Fratocchi, L. 2007. Knowledge acquisition and the foreign development of high tech start-ups: A social capital approach. International Business Review, 16 (1): 23-46. Country: Italy Dependent Variables: Economic international growth (measured by two indicators: (1) the ratio of foreign sales on total sales and (2) the number of foreign markets where a start-up is present) and the number of international R&D partnerships.

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Pruthi, S. 2014. Social ties and venture creation by returnee entrepreneurs. International Business Review, 23(6): 1139-1152.Country: IndiaOutcome examined: Multiple case studies: (1) local ties are indispensable for venture creation, and (2) the heterogeneity in the way returnee entrepreneurs leverage social ties across the host and home countries is contingent on the location of their intention to start up and generation of idea for their venture.

Puig, F., González-Loureiro, M. & Ghauri, P. N. 2014. Internationalisation for survival: The case of new ventures. Management International Review, 54(5): 653-673.Country: SpainDependent variable: Survival timeOutcome examined:  A firm increases its likelihood of survival when it becomes international.

Qian, G. 2002. Multinationality, product diversification, and profitability of emerging US small- and medium-sized enterprises. Journal of Business Venturing, 17 (6): 611-633. Country: United States Dependent variable: Profitability.

Racela, O. C., Chaikittisilpa, C. & Thoumrungroje, A. 2007. Market orientation, international business relationships and perceived export performance. International Marketing Review, 24(2): 144-163.Country: ThailandDependent variables: Export performance and performance satisfaction

Reuber, A. R. & Fischer, E. 2002. Foreign sales and small firm growth: the moderating role of the management team. Entrepreneurship Theory and Practice, 27 (1): 29-45. Country: Canada Dependent Variable: Total sales growth.

Reuber, A. R. & Fischer, E. 2009. Signalling reputation in international online markets. Strategic Entrepreneurship Journal, 3(4): 369-386.Country: Not specified.Outcomes examined: Signalling by advertising and umbrella branding affects reputational performance.

Reuber, A. R. & Fischer, E. 2011. International entrepreneurship in internet-enabled markets. Journal of Business Venture, 26(6): 660-679.Country: N/A (Systematic literature review).Outcomes examined: The authors identify three such internet-related firm-level resources: online reputation, online technological capabilities, and online brand communities.

Rialp, A. Rialp J. & Knight, G. 2005. The phenomenon of early internationalizing firms: What do we know after a decade (1993-2003) of scientific inquiry? International Business Review, 14 (2): 147-166. Country: N/A (Review paper). Outcomes examined: Early internationalization.

Rialp, A., Axinn, C. & Thach, S. 2002. Exploring channel internationalization among Spanish exporters. International Marketing Review, 19(2): 133-155.Country: SpainDependent variables: Export risk and resource commitment.

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Ripollés, M. & Blesa, A. 2012. International new ventures as “small multinationals”: The importance of marketing capabilities. Journal of World Business, 47(2): 277-287.Country: SpainOutcomes examined: Marketing capabilities contribute to a firm's decision to choose entry modes involving higher resource commitment in foreign markets.Dependent variables: marketing capabilities, entry modes, and international performance.

Ripollés, M., Blesa, A. & Monferrer, D. 2012. Factors enhancing the choice of higher resource commitment entry modes in international new ventures. International Business Review, 21(4): 648-666.Country: SpainOutcomes examined: Marketing capabilities contribute to a firm's decision to choose entry modes involving higher resource commitment in foreign markets. The paper also includes insights on antecedents of international new ventures’ choice of entry modes in foreign markets.Measurements: Entrepreneurial orientation, international marketing orientation, and entry modes (structural equation modelling).

Roberto, A. E. 2004. Sources of export success in small and medium-sized enterprises: The impact of public programs. International Business Review, 13 (3): 383-400. Country: Chile Outcomes examined: Distinguishes between sporadic exporters (at least 1 year in 6) and permanent exporters (every year over 6 years).

Robles, S. H. A. F. 2006. Leveraging internal competency and managing environmental uncertainty: Propensity to collaborate in international markets. International Marketing Review, 23(1): 98-115. Country: N/A (Conceptual paper). Dependent variables: N/A

Rodriguez, J. L. & Garcia Rodriguez, R. M. 2005. Technology and export behaviour: A resource-based view approach. International Business Review, 14 (5): 539-557. Country: SpainDependent Variables: Decision to export (y/n) and FSTS.

Samiee, S., Yip, L. S. C. & Luk, S. T. K. 2004. International marketing in Southeast Asia Retailing trends and opportunities in China. International Marketing Review, 21(3): 247-254.Country: N/A (Viewpoint)Dependent variable: N/A

Sakarya, S., Eckman, M. & Hyllegard, K. H. 2007. Market selection for international expansion: Assessing opportunities in emerging markets. International Marketing Review, 24(2): 208-238.Country: US apparel retailers in TurkeyOutcome examined: International market expansion

Salomon, R. & Jin, B. 2008. Does knowledge spill to leaders or laggards? Exploring industry heterogeneity in learning by exporting. Journal of International Business Studies, 39 (1): 132-150. Country: Spain Dependent Variable: Learning to innovate measured by patent applications in a given year.

Salomon, R. & Shaver, J. M. 2005. Export and domestic sales: Their interrelationship and determinants. Strategic Management Journal, 26 (9): 855-871.

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Country: SpainDependent Variable: Total export sales.

Sarasvathy, S., Kumar, K., York, J. G. & Bhagavatula, S. 2014. An effectual approach to international entrepreneurship: overlaps, challenges, and provocative possibilities. Entrepreneurship Theory & Practice, 38(1): 71–93.Country: N/A (Conceptual paper). Outcome examined: An effectual approach can help resolve four central conflicts and knowledge gaps identified in two recent comprehensive reviews of IE.

Schwens, C. & Kabst, R. 2011. Internationalization of young technology firms: A complementary perspective on antecedents of foreign market familiarity. International Business Review, 20(1): 60-74.Country: Germany. Outcome examined: Technology firms internationalize in a proactive manner as suggested by INVT scholars, but in a systematic way.Dependent variable: foreign market familiarity.

Sebora, T. C., Lee, S. M., & Sukasame, N. 2009. Critical success factors for e-commerce entrepreneurship: an empirical study of Thailand. Small Business Economics, 32: 303–316.Country: ThailandDependent variable: Success: The respondents were asked to indicate the success of their businesses with respect to growth rate, sales volume, business stability, customer acceptance, and overall personal satisfaction.

Schwens, C., & Kabst, R. 2009. How early opposed to late internationalizers learn: Experience of others and paradigms of interpretation. International Business Review, 18: 509–522.Country: Germany Dependent variables: (1) Early internationalizers (differentiating between companies internationalizing in the year of foundation and companies internationalizing in later years. (2) Subsequent entry-mode choice (differentiating between companies that chose cooperative post-entry foreign market penetration modes in the same country and companies that chose a wholly owned subsidiary as the second foreign market penetration-mode in the same market. (3) Entry mode stability, was measured by the number of years between the first chosen entry-mode and the second mode of market penetration applied in the same market (metric variable).

Sciascia, S., Mazzola, P., Astrachan, J. H. &Pieper, T. M. 2012. The role of family ownership in international entrepreneurship: exploring nonlinear effects. Small Business Economics, 29(1): 15-31. Country: US.Outcome examined: The authors find an inverted U-shaped relationship between family ownership and international entrepreneurship: International entrepreneurship is maximized when family ownership stands at moderate levels.Dependent variables:  International entrepreneurship (measured by international intensity and international scope).

Shoham, A., Evangelista, F. & Albaum, G. 2002. Strategic firm type and export performance. International Marketing Review, 19(3): 236-258.Country: AustraliaDependent variable: Export performance (perceived success to export activities and ratio of export-to-total sales).

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Shrader, R. C. 2001. Collaboration and performance in foreign markets: the case of young high-technology manufacturing firms. Academy of Management Journal, 44 (1):45-60. Country: United States Dependent Variable: Performance.

Shrader, R. C. Oviatt, B. M. & McDougall, P. P. 2000. How new ventures exploit trade-offs among international risk factors: lessons for the accelerated internationalization of the 21st century. Academy of Management Journal, 43 (6):1227-1247. Country: United States Dependent Variable: Internationalization risks.

Sigfusson, T. & Harris, S. 2013. Domestic market context and international entrepreneurs’ relationship portfolios. International Business Review, 22(1): 243-258.Country: Iceland. Outcome examined: Longitudinal multiple case study method: A new model for understanding the profile of firm's international relationships is proposed.

Sivakumar, K. 2002. Simultaneous determination of entry timing and involvement level: An optimization level for international marketing International Marketing Review, 19(1): 21-38.Country: N/A (Mathematical Model)Dependent variable: Performance

Sleuwaegen, L. & Onkelinx, J. 2014. International commitment, post-entry growth and survival of international new ventures. Journal of Business Venturing, 29(1): 106-120.Country: Belgium.Outcome examined: Global start-ups have the highest initial and rapidly rising export commitment per market and are also more likely to continue exporting over time than geographically focused start-ups, and traditional staged exporters. However, global start-ups also display the highest failure rate.Dependent variables: Initial commitment to foreign markets (the firm's logarithm of exports to sales).

Solberg, C. A. & Durrieu, F. 2006. Access to networks and commitment to internationalization as precursors to marketing strategies in international markets. Management International Review, 46 (1): 5783. Country: Norway Dependent Variable: Firm performance.

Solberg, C. A., & Durrieu, F. 2008. Strategy development in international markets: A two tier approach. International Marketing Review, 25(5): 520-543.Country: United KingdomDependent variable: Firm performance in international market.

Soriano, D. R. & Dobon, S. R. 2009. Linking globalization of entrepreneurship in small organizations. Small Business Economics, 32: 233-239. Country: N/A (Conceptual) Dependent variables: N/A

Spence, M. 2003. Evaluating export promotion programmes: U.K. overseas trade missions and export performance. Small Business Economics, 20 (1): 83-103. Country: United Kingdom Dependent Variable: “Outcomes” defined as contacts, leads, quotes obtained during the trade mission, and shortly after, as well as agents and distributors appointed.

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Spence, M., & Crick, D. 2006. A comparative investigation into the internationalisation of Canadian and UK high-tech SMEs. International Marketing Review, 23(5), 524-548.Country: Canada and UK. Outcome examined: Comparison between internationalization strategies between Canadian and UK high-tech SME firms.

Spence, M., Orser, B. & Riding, A. 2011. A comparative study of international and domestic new ventures. Management International Review, 51: 3-21.Country: CanadaOutcome examined: Exporting is as common among new firms as among established firms regardless of sector. No gender differences in ownership between the international and domestic cohorts were observed. Compared to domestic firms, INV owners are more experienced, growth-oriented, and are disproportionately more likely to be owned by recent-immigrants.Dependent variable: Firm attribute (one if the firm was an early-stage export-intensive enterprise and zero if the firm was an early-stage non-exporter). Styles, C. & Genua, T. 2008. The rapid internationalization of high technology firms created through the commercialization of academic research. Journal of World Business, 43(2), 146-157.Country: N/A (Conceptual paper)Outcome examined: This article uses the international entrepreneurship framework developed by Jones & Coviello (2005). Internationalization: Conceptualizing an entrepreneurial process of behavior in time. Journal of International Business Studies, 36(3): 284–303, to explore the internationalization of high technology firms created through the commercialization of academic research.

Styles, C. & Seymour, R. G. 2006. Opportunities for marketing researchers in international entrepreneurship. International Marketing Review, 23(2): 126-145.Country: N/A (Viewpoint)Dependent variable: N/A

Sui, S., Yu, Z. & Baum, M. 2012. Prevalence and longitudinal trends of early internationalisation patterns among Canadian SMEs. International Marketing Review, 29(5): 519 – 535.Country: CanadaOutcome examined: Born global firms indeed account for a smaller proportion than born regional firms (16 % vs 27 %). However, evidence is found that born globals and born regionals are increasingly established over time and that macroeconomic factors seem to account for this development, at least partially.Explanatory factors: The different internationalization pattern is categorized as follows: born global, born regional, and gradual internationalizer. Three variables were used as criteria to classify the internationalization pattern of the observed SMEs: export start-up age (the age of a firm when it started to export), foreign sales to total sales (the percentage of revenue that comes from exporting), and global sales to foreign sales (the percentage of exports that comes from the global/non-US market).

Suh, Y. & Kim, M-S. 2014. Internationally leading SMEs vs. internationalized SMEs: Evidence of success factors from South Korea. International Business Review, 23(1): 115-129.Country: South KoreaOutcomes examined: To become internationally leading SMEs, internationalized SMEs should attempt to focus on enhancing their competency based on technological innovation and international marketing.

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Explanatory factors: Success factors for internationally leading SMEs.

Sui, S. & Baum, M. 2014. Internationalization strategy, firm resources and the survival of SMEs in the export market. Journal of International Business Studies, 45(7): 821-841.Country: Canada.Dependent variable: Internationalization strategy.Outcomes Examined: No single strategy is superior per se but that internationalization strategy moderates the relative importance of resources to SMEs’ survival abroad.

Szyliowicz, D and T Galvin (2010). Applying broader strokes: Extending institutional perspectives and agendas for international entrepreneurship research, International Business Review, 19, 317-332.Country: N/A (Literature review)

Tan, H. & Mathews, J. 2015. Accelerated internationalization and resource leverage strategizing: The case of Chinese wind turbine manufacturers. Journal of World Business, online advance publication March 31, doi: 10.1016/j.jwb.2014.05.005.Country: ChinaOutcomes examined: Case study methodology: large firms in certain industries from emerging markets such as China and India globalize at an accelerated pace.

Teece, D. J. 2014. A dynamic capabilities-based entrepreneurial theory of the multinational enterprise. Journal of International Business Studies, 45(1): 8-37.Country: N/A (Conceptual)Outcomes examined: N/A

Terjesen, S., Hessels, J. & Li, D. 2015. Comparative international entrepreneurship: A review and research agenda. Journal of Management, Online advance publication March 31, doi: 10.1177/0149206313486259Country: N/A (Literature review).Outcomes examined: This review systematically examines comparative international entrepreneurship (CIE) research, analyzing 259 articles published in 21 leading journals from 1989 to 2010.

Terjesen, S., O'Gorman, C. & Acs, Z. J. 2008. Intermediated mode of internationalization: New software ventures in Ireland and India. Entrepreneurship & Regional Development, 20 (1): 89-109. Countries: Ireland and India Outcomes examined: Strategic issues related to internationalization.

Tesfom, G., Lutz, C. & Ghauri, P. 2004. Comparing export marketing channels: Developed versus developing countries. International Marketing Review, 2(4/5): 409-422. Country: Uganda and Netherlands Outcome examined: Organisational form of exchange (Joint venture, direct entry, subcontracting, spot markets or flexible contracts).

Tseng, C.-H., & Lee, R. P. 2010. Host environmental uncertainty and equity-based entry mode dilemma: The role of market linking capability. International Business Review, 19(4): 407–418.Country: TaiwanDependent variable: Foreign ownership choice.

Tolstoy, D. 2010. Network development and knowledge creation within the foreign market: A study of international entrepreneurial firms. Entrepreneurship & Regional Development,

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22(5): 379–402.Country: SwedenConstructs: Network development, Knowledge combination and Knowledge creation

Trudgen, R. & Freeman, S. 2014. Measuring the performance of born-global firms throughout their development process: The roles of initial market selection and internationalisation speed. Management International Review, 54(4): 551-579.Country: AustraliaOutcome examined: This paper explores the BG development process and assesses the relevance of various types of performance measures.

Tuppura, A.; Saarenketo, S.; Puumalainen, K.; Jantunen, A. & Kylaheiko, K. 2008. Linking knowledge, entry timing and internationalization strategy. International Business Review, 17 (4): 473-487. Country: Finland Dependent Variables: Internationalization strategies: (1) First mover orientation, and (2) international growth orientation.

Uner, M. M., Kocak, A., Cavusgil, E. & Cavusgil, S. T. 2013. Do barriers to export vary for born globals and across stages of internationalization? An empirical inquiry in the emerging market of Turkey. International Business Review, 22(5): 800-813.Country: TurkeyOutcome examined: Perceived barriers differ for firms in the domestic marketing stage, pre-export stage, and for born global firms.Explanatory factors: Exporting barriers for born globals.

Valdaliso, J., Elola, A., Aranguren, M. & Lopez, S. 2011. Social capital, internationalization and absorptive capacity: The electronics and ICT cluster of the Basque Country, Entrepreneurship & Regional Development, 23(9-10): 707-733.Country: SpainOutcome examined: Single case study of the ICT cluster: social capital and internationalization play an important role in increasing the absorptive capacity of clusters, and hence, in sustaining their growth and dynamism. Absorptive capacity depends on the capacity of firms to establish intra- and extra-cluster knowledge linkages.

van Beers, C. & van der Pann, G. 2011. Geography, knowledge spillovers and small firms’ exports: an empirical examination for The Netherlands. Small Business Economics, 37(3): 325-339.Country: Netherlands.Outcome examined: Firms that are located in technical Marshallian clusters seem less inclined to become exporters. Also, firms that experience difficulties in appropriating innovation rents due to labour poaching also seem to be less inclined to become exporters.Explanatory factors: Exports as a percentage of sales (equation 1) and whether a firm exports (equation 2).

Vasilchenko, E. & Morrish, S. 2011. The role of entrepreneurial networks in the exploration and exploitation of internationalization opportunities by information and communication technology firms. Journal of International Marketing, 19(4): 88-105.Country: New Zealand.Outcome examined: Case studies: Established and newly formed social networks can be instrumental in exploring internationalization opportunities. These social networks potentially lead to collaborative cooperation and form part of an entrepreneur's broader business network that facilitates exploitation of internationalization opportunities culminated by successful entry into foreign markets.

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Verwaal, E. & Donkers, B. 2002. Firm size and export intensity: Solving an empirical puzzle. Journal of International Business Studies, 33 (3): 603-613. Country: Holland Dependent Variable: Export intensity (FSTS).

Vida, I. 2000. An empirical inquiry into international expansion of US retailers. International Marketing Review, 17(4/5): 454-475.Country: USADependent variable: Whether or not a retail firm had existing international operations.

Welch, C. L., & Welch, L. S. 2009. Re-internationalisation: Exploration and conceptualisation. International Business Review, 18: 567-577.Country: N/A (Conceptual paper)Dependent variable: N/A

Weerawardena, J., Mort, G. S., Liesch, P. W. & Knight, G. 2007. Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective. Journal of World Business, 42(3), 294-306.Country: N/A (Conceptual paper).Outcome examined: This paper presents a conceptual model of born global firm internationalization. The authors conjecture that a set of dynamic capabilities that are built and nurtured by internationally-oriented entrepreneurial founders enable these firms to develop cutting-edge knowledge intensive products, paving the way for their accelerated market entry.

Westhead, P.; Wright, M. & Ucbasaran, D. 2004. Internationalization of private firms: Environmental turbulence and organizational strategies and resources. Entrepreneurship & Regional Development, 16 (6) 501-522. Country: United Kingdom Dependent Variables: Export (y/n), FSTS, and business performance (measured with regard to profitability, sales change, and employment change).

Westhead, P.; Wright, M. & Ucbasaran, D. 2001. The internationalization of new and small firms: A resource-based view. Journal of Business Venturing, 16 (4): 333-358. Country: Great Britain Dependent Variables: Propensity to export, business survival, business size, and firm performance.

Westhead, P.; Wright, M.; Ucbasaran, D. & Martin, F. 2001. International market selection strategies of manufacturing and services firms. Entrepreneurship & Regional Development, 13 (1): 17 – 46. Country: UK Dependent Variable: Internationalization (exporting vs. non-exporting, choice of market, and mode of entry).

Whitelock, J. 2002. Theories of internationalisation and their impact on market entry International Marketing Review, 19(4): 342-347.Country: N/A (Viewpoint)Outcome examined: (N/A)

Wilkinson, T. & Brouthers, L. E. 2006. Trade promotion and SME export performance. International Business Review, 15 (3): 233-252. Country: United States Dependent Variable: A composite of 4 items related to firm performance in foreign markets:

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(1) sales growth in foreign markets, (2) overseas market share, (3) number of countries exporting to, and (4) overall export performance.

Williams, J. E. M. 2003. Export information use in small and medium-sized industrial companies: An application of Diamantopoulos’ and Souchon’s scale. International Marketing Review, 20(1): 44-66.Country: South West of EnglandOutcome examined: Export information use.

Williams, L. K., & McGuire, S. J. 2010. Economic creativity and innovation implementation: the entrepreneurial drivers of growth? Evidence from 63 countries. Small Business Economics, 34: 391–412.Country: 63 CountriesOutcomes examined: Innovation implementation and national propensity

Xia, J. 2010. Resource Dependence and Cross-border Constraint-absorption: A Study of Market Entry Strategies. Management International Review, 50: 155-183.Country: USADependent variables: Cross-border merger and acquisition activities, and International joint venture and strategic alliance activities.

Wright, M., Pruthi, S. & Lockett, A. 2005. International venture capital research: From cross-country comparisons to crossing borders, International Journal of Management Reviews, 7(3): 135-165.Country: N/A (Literature review)

Yang, Y. & Driffield, N. 2012. Multinationality-performance relationship. Management International Review, 52(1): 23-47.Country: N/A (Meta-analysis review).Outcome examined: The authors conduct a Meta-analysis of 54 papers that study the relationship between multi-nationality and firm performance. When analysis is based on non-US data, the reported return to multi-nationality is higher. However, this relationship for non-US firms is usually U-shaped rather than inverted U-shaped. This indicates that US firms face lower returns to internationalization than other firms but are less likely to incur losses in the early stages of internationalization.

Yeoh, P.-L. 2005. A conceptual framework of antecedents of information search in exporting Importance of ability and motivation. International Marketing Review, 22(2) 165-198.Country: N/A (Conceptual paper)Outcomes examined: N/A

Yip, G. S.; Biscarri, J. G. & Monti, J. A. 2000. The role of the internationalization process in the performance of newly internationalizing firms. Journal of International Marketing, 8 (3): 10-35. Country: United States Dependent Variable: The degree to which the internationalization experience has enhanced the competitive advantage of the company, and company performance.

Yeoh, P.-L. 2004. International learning: Antecedents and performance implications among newly internationalizing companies in an exporting context. International Marketing Review, 21(4/5): 511-535.Country: USADependent variable: New venture performance (sales export and satisfaction with profits with changes). (1) Export intensity expressed as the change in international (export) sales as a percentage of total sales, (2) Satisfaction with change in export intensity, and (3)

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Satisfaction with change in international (export) sales.

Zahra, S. A. & Garvis, D. M. 2000. International corporate entrepreneurship and firm performance: The moderating effect of international environmental hostility. Journal of Business Venturing, 15 (5-6): 469492. Country: United States Dependent Variable: Firm performance (ROA and sales growth) and foreign performance (foreign profitability and foreign growth).

Zahra, S. A. Ireland, R. D. & Hitt, M. A. 2000. International expansion by new venture firms: international diversity, mode of market entry, technological learning, and performance. Academy of Management Journal, 43 (5): 925-950. Country: US Dependent Variable: New venture performance.

Zahra, S. Neubaum, D. & Naldi, L. 2007. The effects of ownership and governance on SMEs international knowledge-based resources. Small Business Economics, 29 (3): 309-327. Country: United States Dependent Variable: Knowledge-based resources devoted to internationalization (human capital asset, proprietary assets and relational assets).

Zahra, S. A., Newey, L. R. & Li, Y. 2014. On the frontiers: the implications of social entrepreneurship for international entrepreneurship. Entrepreneurship Theory and Practice, 38(1): 137–158.Country: N/A (Conceptual paper).Outcome examined: The authors use the SE perspectives of blended value and international governance to revise the definition, assumptions, and boundaries of IE at the firm and international policy levels. They propose a broader vision for the IE field based on an expanded set of assumptions beyond traditional economic thinking.

Zander, I., McDougall-Covin, P., & Rose, E. L. 2015. Born globals and international business: Evolution of a field of research. Journal of International Business Studies, 46(1): 27-35. Country: N/A (Commentary)

Zhang, M. Y. & Dodgson, M. 2007. “A roasted duck can still fly away”: A case study of technology, nationality, culture and the rapid and early internationalization of the firm. Journal of World Business, 42(3): 336-349.Country: KoreaOutcome examined: A longitudinal single case study: specific national and cultural factors constrain rapid and early internationalization.

Zhao, H. & Hsu, C-C. 2007. Social ties and foreign market entry: An empirical inquiry. Management International Review, 47 (6): 815-844. Country: Taiwan Dependent Variables: Timing of foreign market investment and the commitment of resources by SMEs.

Zhou, L. 2007. The effects of entrepreneurial proclivity and foreign market knowledge on early internationalization. Journal of World Business, 42(3): 281-293.Country: China.Outcome examined: For early internationalizing firms, foreign market knowledge tends to emanate from the innovative and proactive pursuit of entrepreneurial opportunities across

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national borders, rather than from incremental accumulation of experience in foreign markets. Dependent variable: Foreign market knowledge.

Zhou, L., Barnes, B. R., & Lu, Y. 2010. Entrepreneurial proclivity, capability upgrading and performance advantage of newness among international new ventures. Journal of International Business Studies, 41: 882–905.Country: China.Dependent variable: International sales growth (international sales as a percentage of the firm’s total sales).

Zhou, L. & Wu, A. 2014. Earliness of internationalization and performance outcomes: Exploring the moderating effects of venture age and international commitment. Journal of World Business, 49(1): 132-142.Country: China.Outcome examined: The earliness of internationalization positively contributes to firm performance in terms of sales growth, but not innovation and profitability. The performance advantage of early internationalization becomes obsolete as young ventures become mature, especially among those with a low level of international commitment. Dependent variables: Firm performance (sales growth).

Zhou, L., Wu, A. & Barnes. B. R. 2012. The effects of early internationalization on performance outcomes in young international ventures: The mediating role of marketing capabilities. Journal of International Marketing, 20(4): 25-45.Country: China. Outcome examined: Early foreign market entry enhances a young venture's marketing capabilities, which in turn leads to international growth.Dependent variable: International growth.

Zhou, L.; Wu, W. & Xueming L. 2007. Internationalization and the performance of born-global SMEs: The mediating role of social networks. Journal of International Business Studies, 38 (4): 673-690.Country: China Dependent variables: Self-reported export growth, sales growth and profitability growth over the last 3 years.

Zou, H. & Ghauri, P. N. 2010. Internationalizing by learning: The case of Chinese high-tech new ventures. International Marketing Review, 27(2): 223-244. Country: ChinaOutcomes examined: Internationalization for firm by learning. Note: Case study: Paper compares and contrasts the models suggested by Uppsala studies and by researchers in the field of born global studies.

Zucchella, A., Palamara, G. & Denicolai, S. 2007. The drivers of the early internationalization of the firm. Journal of World Business, 42(3): 268-280.Country: Italy.Outcomes examined: the role of the previous experience of the entrepreneur is a significant driver of early internationalization.

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