A strategic approach to internationalization: A traditional versus a "Born global" approach

  • Chetty S
  • Campbell-Hunt C
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This article is based on a study of 16 in-depth case histories of New Zealand firms. It uses both the traditional and the “born- global” approaches as a framework to study the international- ization processes of the firms. The authors use the histories to conduct a systematic analysis of the extent to which firms that might be categorized as following a traditional or born-global internationalization path differ in the strategies they have used and in their prior motivations and capabilities. The main find- ings are that many attributes of the born-global model also characterize firms that began their internationalization along traditional lines but were radically transformed in the process of achieving global reach. This study identifies the conse- quences of rapid international growth, referred to as “the gusher,” among these firms and the destabilizing effects of the experience as the firm is taken in unexpected directions. The authors conclude that the born-global model has much in com- mon with the internationalization of small entrepreneurial firms and that its most distinctive elements lie in the model’s relevance to an increasingly globalized world economy and in the more aggressive learning strategies that are required to fol- low

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  • Sylivie Chetty

  • Colin Campbell-Hunt

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