Abstract
The purpose of this study was to examine how Market Orientation (MO) and Learning Orientation (LO) influence the international performance of born global firms and to enrich the existing literature with empirical evidence from an emerging country context, Sri Lanka, yet an inclusive research area. The findings of the study were analyzed using 225 ICT export entrepreneurs in Sri Lanka, and the hypotheses were tested using structural equation modeling. The findings reveal that MO and LO significantly influence the international performance of born global firms, and further, it found that LO mediates the MO-Performance relationship, confirming the synergistic effect. The paper then discusses the managerial implications of the findings of the study.
Highlights
Born global firms – “entrepreneurial startups that, from or near their founding, seek to derive a substantial proportion of their revenue from the sale of products in international markets” (Knight & Cavusgil, 2004, p. 124) – still a novel and emerging phenomenon and a line of research in the domain of international entrepreneurship
Based on the resource-based view, this study aims to examine the influence of two main specific orientations – market orientation and learning orientation – on the international performance of born global firms in the context of Sri Lanka with special reference to Information and Communication Technology (ICT) industry
The results of this study provide a new standpoint in addressing a recent and intriguing question about the interrelationship between the two important organizational resources of market orientation, and learning orientation in an emerging context, Sri Lanka
Summary
Born global firms – “entrepreneurial startups that, from or near their founding, seek to derive a substantial proportion of their revenue from the sale of products in international markets” (Knight & Cavusgil, 2004, p. 124) – still a novel and emerging phenomenon and a line of research in the domain of international entrepreneurship. L. Wang, 2008), network orientations (Chun et al, 2014; Dimitratos et al, 2012; Falahat et al, 2018; Gabrielsson et al, 2014), growth orientations (Nummela et al, 2005; Sundqvist & Kuivalainen, 2009), technology orientations (Knight & Liesch, 2016; Masa’deh et al, 2018), and business strategies include technological competency, unique product development, quality focus, customer focus (Knight & Cavusgil, 2004; Knight, et al, 2004) These specific orientations and capabilities are firm-level intangible resources and are unique, rare, and hard to copy, and born global firms, even in the same industry, enjoy a greater sustainable competitive advantage that accelerates their superior international performance (Knight & Liesch, 2016; Mac & Evangelista, 2016)
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