Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective

By J. Weerawardena, Gillian Sullivan Mort, Peter W. Liesch, G. Knight. 2007

890 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f7bb6b21745ab65f92e458fca59f1a035ff55d9f

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Ownership, strategic orientation and internationalization in emerging markets (2011, background): “associations with a firm’s internationalization (e.g., Knight & Cavusgil, 2004; Weerawardena et al., 2007).”
Export propensity, export intensity and firm performance: The role of the entrepreneurial founding team (2012, background): “…of innovative products/services through the application of scientific/technological knowledge and can be described as entrepreneurial technology based firms (ETBFs) (Filatotchev et al, 2009; Weerawardena et al 2007; Neergaard, 2003; Zahra and Gravis, 2000; Oviatt and McDougall, 1994; 1997).”
Understanding the pace, scale and pattern of firm internationalization: An extension of the ‘born global’ concept (2013, background): “This in turn enables access to key foreign customers, suppliers and to seek partners who complement their own competencies to be involved in large orders from inception (Freeman et al., 2006; Weerawardena et al., 2007).”
Strategic Entrepreneurial Internationalization: A Normative Framework (2017, background): “Although this perspective recognizes that internationalization itself can drive the development of firm-specific advantages, notably, innovation, this aspect has not been systematically developed (Jones and Coviello, 2005; Weerawardena et al., 2007).”
HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, positive): “Indeed, Fainshmidt et al. (2016) and Weerawardena et al. (2007) suggest that dynamic capabilities in emerging markets yield superior benefits as they tend to be rare and can confer more value in turbulent economic conditions.”
The effects of entrepreneurial marketing on born global performance (2009, background): “In other words, there is a significant increase in the number of firms that undertake international business from an early stage in their development ( Weerawardena et al. , 2007”
A multidimensional perspective of SME internationalization speed: The influence of entrepreneurial characteristics (2019, background): “international orientation and perception of opportunities and risks, contribute to an early internationalization process (Acedo & Galán, 2011; Acedo & Jones, 2007; Gassmann & Keupp, 2007; Ramos et al., 2011; Weerawardena et al., 2007).”
International opportunity recognition in international new ventures—a dynamic managerial capabilities perspective (2015, methodology): “For instance, many scholars have also taken the view that dynamic capabilities are developed consciously and systematically by the willful choices and actions of the firm’s strategic leaders (Grant 1991; Teece et al. 1997; Weerawardena et al. 2007; Evers 2011).”