Effects of strategic orientations on early internationalising SMEs from an emerging market Online publication date: Wed, 13-Jan-2021
by Mohammad Falahat; Yan Yin Lee; Zizah Che Senik; Shyue Chuan Chong
J. for Global Business Advancement (JGBA), Vol. 13, No. 4, 2020
Abstract: The influence of different orientations on firm performance has been widely analysed in developed countries, but little is known on how strategic orientations affect new market entry and internationalisation speed in the distinctive operating environment of emerging markets. To address this gap, this study investigates how strategic orientation affects firms' new market entry and early internationalisation in the emerging market of Malaysia. We interviewed key representatives of 14 internationalised SMEs, focusing on the critical components of strategic orientation that facilitate a firm's new market entry and early internationalisation. The findings reveal that entrepreneur and market orientations are critical for new market entry through management commitment and market selection. Learning and networking orientations are critical for internationalisation speed through firm competencies. Managers can accelerate their firms' internationalisation process by cultivating similar characteristics.
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