Abstract
Building on effectuation theory, this paper investigates the role of entrepreneurial autonomy in driving emerging market SMEs' internationalization. Based on insights from multiple case studies and archival data from emerging market SMEs, this study finds that employees lack autonomy in their duties. A developed model also helps us to clarify how effectuation decision-making—balancing partnership and pre-commitment, opportunity exploitation and investment ceiling, business development with emerging opportunities and exploiting resources and capabilities, flexibility, proactiveness toward waste reduction—strengthen concentration of autonomy in top management. The theoretical and managerial implications of the findings are presented.
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