The accelerated internationalization of born global firms: a knowledge transformation process view

Abstract

Purpose

This study aims to employ a knowledge‐based capability approach to explore how born global firms accelerate their internationalization.

Design/methodology/approach

The paper adopts a qualitative in‐depth case study approach. Various types and sources of data were collected to provide a rich and solid foundation for theory development and data triangulation. These comprised semi‐structured interviews, field observations and archival material.

Findings

The findings show that the transformation process of international knowledge may more adequately account for the difference in internationalization at conventional globals and born globals than the “indigenous” knowledge resource, i.e. founder experience. Born global firms accelerate their internationalization process through a three‐stage transformation process: knowledge acquisition and dissemination, knowledge integration, and knowledge institutionalization. Two underlying knowledge mechanisms are identified: vertical and horizontal knowledge thrust.

Originality/value

The knowledge transformation process constitutes the basis of “acceleration” of born globals' internationalization. The speed of a born global's internationalization is rooted in its ability to transform internationalization knowledge resident in individual employees into organizational strategies and operational procedures. The finding bridges the gap by identifying effective organizational mechanisms in management of the knowledge process. The “speed‐up” mechanism identified in this research can equip born globals as well as conventional globals with the ability to respond quickly in a dynamic international environment.

Citation

Ying Huang, H. and Huei Hsieh, M. (2013), "The accelerated internationalization of born global firms: a knowledge transformation process view", Journal of Asia Business Studies, Vol. 7 No. 3, pp. 244-261. https://doi.org/10.1108/JABS-03-2013-0015