versus performance - Driving forces and theoretical Both streams (U-model approaches - Links Foreign client followership, and I-model) of research A strong entrepreneur with "a business organization to orriginal Uppsala targeting niche markets, contend that firms international experience is that, from inception, Internationalization experience prior to become international in a Summarize emperical crucial, penetrating No. 16, 1997 seeks to derive significant model - links to establishment, personal slow and incremental evidence reported is important, hybrid Tage Koed competitive advantage other approaches networking of the manner which may be due about Born Globals in strcutures are important, high Madsen and from the use of resources and theories - founders/managers, earlier to lack of knowledge mostly high-tech innovative skills, firms in small Per Servais from and the sale of theoretically and education, changing market about foreign markets, companies domestic markets have a higher outputs in multiple empirically derived conditions, technological high risk aversion, high propensity to become Born countries" propositions - changes, client followership perceived uncertainty, or Globals. Founder, abilities, market knowledge similar factors organization and Environment we define that born globals ‘‘from inception, seeks to derive significant Thus, the major imperative competitive advantage emerges that the born global No. 17, 2004 from the use of resources The economic must utilize large channels MNCs acting as systems Mika and the sales of outputs in school and the provided by MNCs, networks, Finland, Israel - integrators, MNCs Gabrielsson multiple countries’ - born process school - and/or the Internet to receive - mainly high-tech distributing born global and V.H. globals from their Entrepreneurship substantial revenues and cash companies products/services, Networks, Manek inception pursue a vision and channel flow rapidly. These channels Internet, value systems Kirpalani of becoming global and importance also provide learning, often globalize rapidly technology, and evolutionary without any preceding growth long term domestic or internationalization period
versus performance No. 16, 1997 Tage Koed Madsen and Per Servais "a business organization that, from inception, seeks to derive significant competitive advantage from the use of resources from and the sale of outputs in multiple countries" Both streams (U-model and I-model) of research contend that firms become international in a slow and incremental manner which may be due to lack of knowledge about foreign markets, high risk aversion, high perceived uncertainty, or similar factors - Driving forces and theoretical approaches - Links to orriginal Uppsala Internationalization model - links to other approaches and theories - theoretically and empirically derived propositions - Founder, organization and Environment Summarize emperical evidence reported about Born Globals in mostly high-tech companies A strong entrepreneur with international experience is crucial, penetrating is important, hybrid strcutures are important, high innovative skills, firms in small domestic markets have a higher propensity to become Born Globals. Foreign client followership, targeting niche markets, experience prior to establishment, personal networking of the founders/managers, earlier education, changing market conditions, technological changes, client followership abilities, market knowledge No. 17, 2004 Mika Gabrielsson and V.H. Manek Kirpalani we define that born globals ‘‘from inception, seeks to derive significant competitive advantage from the use of resources and the sales of outputs in multiple countries’ - born globals from their inception pursue a vision of becoming global and often globalize rapidly without any preceding long term domestic or internationalization period - The economic school and the process school - Entrepreneurship and channel importance Finland, Israel - mainly high-tech companies Thus, the major imperative emerges that the born global must utilize large channels provided by MNCs, networks, and/or the Internet to receive substantial revenues and cash flow rapidly. These channels also provide learning, technology, and evolutionary growth MNCs acting as systems integrators, MNCs distributing born global products/services, Networks, Internet, value systems