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*Call for Papers*


Special Issue on:

*Looking Inside Born Globals and International New Ventures: *

*Strategic Orientations for International Growth*

Final Deadline for submissions: *31st July 2018*

The concept of strategy is central to the effectiveness and 
competitiveness of any organisation (Evered, 1983, Porter, 1980). 
Strategic orientation (SO) encompasses the adaptation and positioning of 
a firm’s internal resources, capabilities and activities, and 
combinations thereof, both to deflect threats and to exploit 
opportunities present in the firm’s external environment (Venkatraman, 
1989; Teece, Pisano, and Shuen, 1997; Manu and Sriram, 1996; Lado, Boyd, 
and Wright, 1992). Following Venkatraman’s (1989) seminal work, SO has 
evolved into a multi-dimensional concept, culminating in a body of 
knowledge of related research examining various constructs on firm 
performance and growth. In particular, such studies have lent 
significant focus to the firm’s marketing orientation and 
entrepreneurial orientation, followed by research on other firm 
orientations related to learning, innovation, technological and sales 
aspects (Hakala, 2011).

SO has been a concept widely used in the research field of strategic 
management, entrepreneurship and marketing, yet to a lesser degree in 
the field of international entrepreneurship. Further, empirical 
attention on strategic orientations in firms has been predominately 
directed towards large enterprises (Jaworski and Kohli 1993; Pelham and 
Wilson 1995), with limited research coverage on SMEs, and more so 
internationalizing SMEs and BGs/INVs. Many questions emerge regarding 
the benefits for international entrepreneurs/managers of adopting 
various strategic orientations, and the ways in which firms can go about 
managing and aligning their organisational practices with their 
international operations. Likewise, serious questions have been raised 
about the ‘universal utility’ of various strategic orientations for Born 
Globals (BGs) and International New Ventures (INVs) operating in 
different countries (e.g., Ellis 2007; Cadogan et al. 2009). Exploring 
any of the well-established types of strategic orientations in the 
context of international entrepreneurship warrants further research 
(Covin and Miller, 2014).

Although few, studies in the field of IE have focused on the 
relationships between entrepreneurial orientation and (export) market 
orientation (EO/MO) and INV performance (Bing and Zhengping, 2011; 
Evers, 2011; Boso, Story and Cadogan, 2013; Martin and Javalgi, 
2016).Marketing orientation has been definitively linked to multiple 
areas of firm strategy and business performance. Studies examining EO in 
BGs/INVs have clearly highlighted the importance of the founder’s global 
vision and proactive mindset to be reflected strongly across 
organizational characteristics and operations (Knight and Cavusgil, 
2004; Coviello, 2015). Nevertheless, much of the existing research on 
marketing orientation in international entrepreneurship has focused on 
the external environment rather than on the firm’s internal environment, 
thus widening the knowledge gap on the role of EO and MO for 
international performance and growth of BGs/INVs.

The purpose of this special issue is to shed new light on the nature of 
strategic orientations adopted by BGs/INVs and their respective impacts 
on their international growth and performance. We invite researchers to 
submit conceptual and empirical papers on any issue that addresses 
strategic orientations in BGs/INVs. Specifically, this issue invites 
papers that advance knowledge on the internal environment under which 
strategic orientations emerge, develop, interact, and are implemented by 
BGs/INVs. We do not expect submitted papers to deal with all types of 
strategic orientations simultaneously: researchers could focus on just 
one or two orientations (e.g. market orientation, entrepreneurial 
orientation, innovation orientation) and explore their impact(s). It 
would be also interesting for papers to further highlight the problems 
and challenges associated with enacting specific strategic orientations 
in BGs/INVs and their impact on growth.Other interesting inquiries can 
address the circumstances in the firm’s internal environment under which 
several strategic orientations develop and how such processes differ in 
BGs/INVs, as compared to other contexts. Consequently, potential topics 
include, but are not limited to:

·Defining, adapting, and measuring /international strategic 
orientations/ in BGs/INVs.

·Levels of analysis of strategic orientation in international 
entrepreneurship research.

·Antecedents to and conditions that enable and disable the adoption and 
implementation of international strategic orientations.

·Different international strategic orientations and their consequential 
impact on performance of BGs/INVs (e.g. international performance, 

·Conceptual and empirical discrepancies across strategic orientations at 
an international level.

·Interactions between multiple strategic (entrepreneurial, market, 
learning, technological) orientations in response to international 
opportunities for entrepreneurial internationalization (BGs, INVs, etc.).

·Similarities and differences in strategic orientations across 
domestic/international market operations.

·The role of industry and environment in international strategic orientation

·The relationship between national culture and strategic orientation of 

·Strategic orientation in Born Global digital ventures

·The relationship between strategic orientation and business model 
development and implementation in BGs/INVs/

·International strategic orientation(s), early internationalization, and 
foreign entry mode selection (e.g. Internet; foreign agents and 
distributors, JVs, FDI, alliances and/or networks).

·International strategic orientation(s) and international marketing 
strategy in BGs/INVs (e.g., standardization, adaptation, etc.)

·Profiling BGs/INVs versus firms internationalizing gradually based on 
the constituent elements of one or more international strategic 
orientations (e.g., forms of export market orientation).

Please visit the Journal of International Entrepreneurship website for 
format and styling and submit papers on-line to the journal *no later 
than **31 July 2018.*

*Notes for Prospective Authors:*

Submitted contributions /should not have been previously published nor 
be currently under consideration/ for publication elsewhere.

Papers are refereed through the journal’s double-blind peer-review process.

A guide for authors is available on

*Important Dates:*

The deadline for submission is: 31 July2018 for publication in early 
2020 of the journal.

Please submit to the Journal of International Entrepreneurship at, click on Submit a New Manuscript, select: Article 
Type and continue onward.

*Editor in Chief: Hamid Etemad*

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*Guest Editors:*

*Natasha Evers *

Marketing Discipline, J.E. Cairnes School of Business & Economics, 
National University of Ireland, Galway

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*Gabriela Gliga*

Marketing Discipline, J.E. Cairnes School of Business & Economics, 
National University of Ireland, Galway.

Email: [log in to unmask] <mailto:[log in to unmask]>

*Alex Rialp-Criado*

Department of Business, School of Economics and Business, Universitat 
Autònoma Barcelona (UAB), Barcelona, Spain

E-mail:[log in to unmask]<mailto:[log in to unmask]>


*References: *

Bing, L.I.U. and Zhengping, F.U., 2011. Relationship between strategic 
orientation and organizational performance in born global: A critical 
review. /International Journal of Business and Management/, /6/(3), p.109

Boso, N., Story, V.M. and Cadogan, J.W., 2013. Entrepreneurial 
orientation, market orientation, network ties, and performance: Study of 
entrepreneurial firms in a developing economy. /Journal of Business 
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Cadogan, J. W., Kuivalainen, O. and Sundqvist, S., 2009.Export 
Market-Oriented Behavior and Export Performance: Quadratic and 
Moderating Effects Under Differing Degrees of Market Dynamism and 
Internationalization. Journal of International Marketing: December 2009, 
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Coviello, N., 2015. Re-thinking research on born globals. /Journal of 
International Business Studies/, /46/(1), pp.17-26

Covin, J.G. and Miller, D., 2014. International entrepreneurial 
orientation: Conceptual considerations, research themes, measurement 
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Dess, G.G. and Davis, P.S., 1984. Porter's (1980) generic strategies as 
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Ellis, P.D., 2007. Distance, dependence and diversity of markets: 
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Evered, R., 1983. So what is strategy?. /Long range planning/, /16/(3), 

Evers, N. 2011. Market orientation in new export ventures, 
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(3-4), pp. 357-376.

Hakala, H., 2011. Strategic orientations in management literature: Three 
approaches to understanding the interaction between market, technology, 
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Management Reviews/, 13, pp. 199-217.

Jaworski, B.J. and Kohli, A.K., 1993. Market orientation: antecedents 
and consequences. /The Journal of marketing/, pp.53-70

Knight, G.A. and Cavusgil, S.T., 2004. Innovation, organizational 
capabilities, and the born-global firm. /Journal of International 
Business Studies/, 35(2), pp.124-141.

Lado, A.A., Boyd, N.G. and Wright, P., 1992. A competency-based model of 
sustainable competitive advantage: Toward a conceptual integration. 
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Manu, F.A. and Sriram, V., 1996. Innovation, marketing strategy, 
environment, and performance. /Journal of business Research/, /35/(1), 

Martin, S.L. and Javalgi, R.R.G., 2016. Entrepreneurial orientation, 
marketing capabilities and performance: The moderating role of 
competitive intensity on Latin American international new ventures. 
/Journal of Business Research/, 69(6), pp. 2040-2051.

Pelham, A.M. and Wilson, D.T., 1995. A longitudinal study of the impact 
of market structure, firm structure, strategy, and market orientation 
culture on dimensions of small-firm performance. /Journal of the academy 
of marketing science/, /24/(1), pp.27-43

  Porter, M.E. 1980. Competitive Strategy: Techniques for Analyzing 
Industries and Competitors <>. New 
York: Free Press, 1980.

  Teece, D.J., Pisano, G. and Shuen, A., 1997. Dynamic Capabilities and 
Strategic Management. /Strategic Management Journal/, /18/(7), pp.509-533

  Venkatraman, N., 1989. The concept of fit in strategy research: Toward 
verbal and statistical correspondence. /Academy of management review/, 
/14/(3), pp.423-444

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