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Technology has profoundly transformed the international business environment, particularly regarding the flow of information and the way in which knowledge is acquired and shared. Yet, the extent of this transformation is still underappreciated. The purpose of this paper is to examine how small and medium-sized enterprise (SME) owner/founders acquire and utilize knowledge for internationalization via internet-enabled platforms.

The empirical analysis draws on multiple case study methodology to examine 13 Australian SME owner/founders and the knowledge they acquire from utilization of internet-enabled platforms.

The analysis reveals four differing types of internet-enabled experiences: “technical internet-enabled experiences,” “operational internet-enabled experiences,” “functional internet-enabled experiences,” and “immersive internet-enabled experiences.” The findings indicate that internet-enabled experiences can generate both explicit and tacit forms of knowledge for the pre, early and later phases of internationalization.

The findings provide a structured approach by allowing SMEs to “plot” themselves against the classification of internet-enabled experiences to denote their level of technological involvement, and for discerning the types of knowledge that can be acquired. The findings are particularly helpful for owner/founders, highlighting that internet-enabled platforms are affecting the ways in which knowledge can be acquired and applied to international businesses processes.

The findings extend the conventional notion of knowledge acquisition for international business by highlighting how information and knowledge can be acquired via internet-enabled platforms. The findings lay the necessary groundwork for building an evidence base and theoretically extending the concept of knowledge acquisition via internet-enabled platforms.

The purpose of this paper is to provide an integrative picture of the state of the art of the literature on digitalisation of small and medium-sized enterprises (SMEs) as an enabler for their internationalisation process and as a comprehensive view of the specific domains impacted by digital technologies as well as their repercussions on the international outreach.

A systematic review which leverages a descriptive analysis of extant literature and an axial coding technique has been conducted to shed light on the current knowledge and to identify primary research areas and future research lines.

The research indicates that digitalisation impacts the internationalisation of SMEs in three specific domains: (1) internationalisation through the adoption of information and communication technologies (ICT) technologies and e-commerce platforms; (2) international expansion through the digitalisation of value chain activities and (3) international outreach through knowledge acquisition on digital platforms.

The value of this study is threefold. First, the authors attempt to systematically review the literature on SMEs digitalisation and internationalisation and provide a holistic perspective on the intertwining of these two research streams. Second, the authors propose a novel conceptualisation on the dimensions of SMEs digitalisation as enablers to internationalisation. Third, the authors put forward promising future lines of research.

1. Digitalisation represents a pivotal strategy that allows companies to build new strategic capabilities and is a propeller for SMEs internationalisation.

2. Through e-commerce, SMEs could compete at the same level of multinational companies but enduring lower costs of expansion.

3. Digital platforms allow SMEs to enhance the learning processes about international markets through an immediate access to relevant information.

4. Digital entrepreneurship has enabled SMEs to develop new configurations of value chain activities, evolving their business model or reaching new markets.

5. SMEs are changing the “business as usual” paradigm offering digital tools to build modular architectures that are scalable and agile in their evolution ability.

Digitalisation represents a pivotal strategy that allows companies to build new strategic capabilities and is a propeller for SMEs internationalisation.

Through e-commerce, SMEs could compete at the same level of multinational companies but enduring lower costs of expansion.

Digital platforms allow SMEs to enhance the learning processes about international markets through an immediate access to relevant information.

Digital entrepreneurship has enabled SMEs to develop new configurations of value chain activities, evolving their business model or reaching new markets.

SMEs are changing the “business as usual” paradigm offering digital tools to build modular architectures that are scalable and agile in their evolution ability.

Purpose – We examine the fundamental assumptions and features of the Uppsala model of internationalization and argue that we need to look beyond this model for studying internationalization processes in the multinational corporations (MNCs) of today. The purpose of our paper is to identify gaps and neglected issues regarding MNCs' internationalization processes that demand further theoretical and empirical study.

Methodology – Our approach is conceptual: based on the most cited model on internationalization, the Uppsala model, we approach the complex internationalization processes that continuously go on in modern MNCs. We use related bodies of literature, on MNC structure and strategy, headquarters–subsidiary relationships, MNC subsidiary strategy and development, and opportunity seeking and entrepreneurship, to fill in the gaps and develop the emerging research themes.

Findings – We identify the following three issues that need further investigation: the opportunity recognition process preceding internationalization processes in MNCs, the internationalization of multiple products within the confines of the growing MNC, and the internationalization of foreign MNC units.

Research limitations – In this paper, we open up new research fields, but do not offer empirical studies to inform us about these relevant issues. Future research should study these issues empirically, preferably through case study methodologies and/or with longitudinal designs.

Originality – The contribution of our paper is its identification of three research issues in relation to internationalization processes of modern MNCs, which we argue are neglected by contemporary research.

Due to the changes in organizational, social, cultural and technological factors, companies from different contexts are shifting towards open forms of strategy-making with more widened inclusion of internal and external actors and greater transparency regarding their strategic issues, including their internationalization processes. The purpose of this paper is to understand how Open Strategizing occurs in the accelerated process of internationalization considering different contexts.

The authors conducted a qualitative comparative case study in Brazilian and English technology-based small and medium-sized enterprises (SMEs) which rapidly internationalized. Furthermore, data was collected through semi-structured interviews, observations and documental analysis.

The authors suggest that openness contributes to the accelerated process of internationalization. Additionally, the authors show that the home-country and the national cultural contexts affect openness. The authors also disclose openness as crucial and inherent to the accelerated process of internationalization, while context is relevant but not determinant in the Open Strategizing.

The authors contribute to Open Strategy (OS) literature by presenting how Open Strategizing unfolds daily during the internationalization process and by evidencing the role of home-country and national cultural contexts in the configuration and dynamics of Open Strategizing. The authors also contribute to the international entrepreneurship (IE) literature by advancing the understanding of the strategies and drivers adopted by technology-based SMEs internationalizing in an accelerated way.

Is non‐sequential internationalization process solely technology enabled or a product of mutually interdependent forces? This paper aims to show that even though the sequential approach in the process model is intuitively appealing, not all firms follow such a path. Hence, integrated framework to explain how the international market entry process has changed with respect to the sequential approach is presented.

The data banks of the Swedish Trade Council and the Chambers of Commerce are used to identify small and medium‐sized enterprises (SMEs) with between 50 and 250 employees (in compliance with European Union's definition of SMEs). Data are collected through the use of questionnaires and in‐depth interviews from 60 Swedish SMEs operating in other countries and foreign SMEs operating in Sweden that tends not to develop in incremental stages with respect to their international.

Some of the findings are: that the sequential model is by no means reflective of, or appropriate for all firms' approaches to international business; the usefulness gained by using an international network approach to study the international activity of a firm; and the interplay between the identified driving forces behind a non‐sequential internationalization process.

Even though market entry patterns of firms investigated demonstrate a non‐sequential internationalization process, they are still within the general theoretical framework where the basic assumption of the sequential internationalization model can maintain its validity. Firms are indeed exposed to irrecoverable transaction costs that hamper their behaviours and complicate export supply responses in international markets. However, the magnitude of the costs and speed of internationalization is dependent on the ability of the firms to take advantage of the enablers of non‐sequential internationalization pattern. This is particularly important for firms to and from developing countries and emerging markets and their propensities to succeed in their internationalization endeavours.

Knowledge acquired from the empirical study of firms that tend not to develop in incremental stages with respect to their international activities, and therefore start international activities by entering very distant markets and multiple countries right from birth without prior experience, is used to develop an integrated framework which aptly depicts that non‐sequential internationalization process is not solely enabled by technology, as commonly envisaged in literature, but a product of mutually interdependent forces. Consequently, this study provides a holistic view on the driving forces behind the rapid internationalization process encountered by many SMEs today.

This paper aims to analyse how the temporal dimension is conceptualised in studies of the internationalisation process of firms and its implications. Theoretical models such as U-Model and INV explain the process of internationalisation as dynamic; nonetheless, time is approached as an underlying aspect of the process. In this essay, time is brought to the spotlight since, despite its strategic relevance, it has been treated implicitly in studies of the internationalisation processes, except in those that address the speed of internationalisation.

Based on a critical reassessment of the academic literature, the authors present theoretical arguments and highlight elements to be considered in the analysis of the temporal dimension throughout the internationalisation process of firms.

This essay focuses on expanding the comprehension of temporality in the internationalisation process, that underlies periods of changes, implied also in periods of stability. The paper discusses time dimension implications during the internationalisation process and reveals that there is an interaction between temporal verticality (context/events), subjective dimension of time (perception and interpretation of time) and objective dimension of time (stability and changes). Therefore, it sustains that these interactions compress past, present and future actions in the internationalisation process.

Because of the chosen research approach, this essay did not empirically apply the theoretical model and propositions. Therefore, future studies may empirically apply the propositions and use the temporal lens to look deeper at the temporality of internationalisation process and shed further light on the mechanisms that interlink the pre-and post-entry phases.

The argument helps entrepreneurs understand that actions throughout the internationalisation process are also influenced by the experience of time and not only governed by rational matters. Changes in the context can alter the perception of present time as being restricted, and in turn, may alter the flux of future internationalisation actions. However, if actions are conducted in a precipitated manner it can bring forth negative results for the firm. It is essential to recognise the importance of temporal verticality and subjective dimension of time as influencers of future actions of the objective dimension of time in the process of internationalisation.

While most research is restricted to understanding time as speed, this essay brings a theoretical model extending the knowledge of time in the literature of international business and international entrepreneurship, by including factors that imply temporality. By explaining the relationship between temporal aspects, it is argued that temporal verticality (events and context) influences temporal subjectivity (perception of the present and interpretation of the past) to direct future actions of the temporality of internationalisation (stability and changes).

Rarely have studies on the acquisition of knowledge in internationalisation focused on institutional knowledge. The purpose of this paper is, therefore, to investigate the acquisition of this knowledge, and its assimilation and exploitation processes in internationalisation.

The paper utilises ten longitudinal revelatory case studies built from multiple semi-structured interviews conducted with three different firm types of small- and medium-sized enterprise (SMEs) in the pharmaceutical industry and secondary documents to which the researchers obtained proprietary access.

The study enhances the conceptual understanding of the institutional learning process in internationalisation by, for the first time, developing a framework to characterise this process. The study explores and identifies multiple types of institutional knowledge required, the sequencing of their acquisition, sources and learning methods utilised. It also discusses transferability of this learning across foreign markets and firms’ absorptive capacity for that knowledge. Regulatory-specific product knowledge, found to be the most important type required, appeared to affect significantly both market selection and mode of entry, and when acquired insufficiently, prevented internationalisation.

While the sample size is relatively small, and sector-specific, the findings were consistent across all the SME firms and firm types. They may also be generalisable to other sectors, firm sizes such as MNEs and types, particularly those which are knowledge-based or highly regulated, given that similar institutional knowledge and processes of acquisition are necessary for firms of all sizes in internationalisation.

International marketing managers will gain valuable insights, based on a framework proven to propel firms to successful internationalisation, upon how to plan, organise, manage and match their institutional knowledge-seeking and learning activities with their firms’ internal capabilities, staffing and other resources in an effective and timely manner.

This study contributes to the conceptual understanding of the institutional knowledge learning process in the internationalisation.

The objectives of this paper are to: examine the specific process that small entrepreneurial firms follow in their internationalization; identify the key influences on the entire process; and identify the process outcomes.

Four research questions are proposed to achieve the stated objectives. A cross‐industry, cross‐sectional survey involving a judgment sample of 1,900 small entrepreneurial firms that are engaged in international business was used. A total of 494 (26 per cent) usable responses were obtained. Correlation coefficients, frequency tables, factor analysis and discriminant analysis were used to analyse the data.

There are four micro‐processes that have a bearing on the shape and pace of the internationalization process. These relate to: accelerators, export barriers, selectors of intra‐stage foreign market development and foreign market outcomes. The paper concludes that, based on the internationalization experience of small entrepreneurial firms within Southern Africa, there is a common: set of influences on the process; preference for exporting; set of intra‐stage alternatives; and set of market outcomes that modify future internationalization. Therefore, there is a common integrated model of entrepreneurial firm internationalization.

Wide generalizations cannot be made because of the localized context of the research. Therefore, the usefulness of the research is limited to the Southern African region. Future research could perhaps test the Southern African entrepreneurial firm internationalization model in other environments to facilitate comparisons.

Entrepreneurial firms with international ambitions must emphasize an international orientation in their recruitment and training of key managerial staff, while policy‐makers need to sharpen the focus of their interventions on profiling individuals first, and firms second, while at the same time building mechanisms that sustain small to medium‐sized enterprises (SME) international business growth.

The paper addresses a knowledge gap in respect of the entrepreneurial firm internationalization process in the context of Southern Africa. This knowledge is of value to academics, SMEs and policy‐makers alike. The paper also provides an integrative conceptual framework and practical advice on how SME international business growth can be encouraged, given its importance to economic growth prospects within the Southern African region.

Stage models have benefited global managers by seeing internationalization as an evolutionary and learning process that involved making careful and incremental changes. What the stage models lack, however, are specification of internal problems and hurdles that managers will face during this organizational change process. We attempted to fill this knowledge gap by exploring types of managerial dilemmas that organizations will confront as they internationalize. This adaptive choice process of internationalization was discussed in this paper through the case of a domestic company during its overseas expansion. Our research shows that the internationalization process often creates managerial dilemmas for organizations in terms of strategic, structural, and human resource changes. There are also strong interactions among these dilemmas such that the decision regarding one dilemma may often impact how other dilemmas can be resolved Firms that are able to resolve these dilemmas, while considering their interactions, can become more successful in their internationalization process. These findings were developed into propositions regarding how companies can manage the process of internationalization more successfully. We also addressed specifically how the adaptive choice model would complement the stage models and enrich our understanding of the corporate internationalization process.

The purpose of this paper is to establish a conversation between international business and international entrepreneurship literatures by analyzing if and how international opportunities are related to the internationalization process of the firm.

This paper reports finding from a backward-looking longitudinal, qualitative, embedded case study of an internationalized Brazilian firm, covering all 13 foreign markets where the firm has operated over 18 years.

Modal shifts within foreign markets were rare. Over time, the firm learned how to refine, rather than change, the servicing modes within each foreign market; it also learned how to better develop internal and exploitative opportunities, manage a portfolio of servicing modes across foreign markets, and use more complex mode servicing packages. Overall, international opportunities and the internationalization process of the firm were inextricably connected.

The authors acknowledge limitations related to the statistical generalizability of the research method and suggest that statistical validation is needed as the research on opportunities and the internationalization process of the firm progresses.

Internationalizing firms should carefully consider the choice of entry mode in foreign markets. They should also understand that learning is not necessarily associated with change.

The authors show that the internationalization process of a traditional firm can be analyzed through an opportunity lens. This means associating characteristics of international opportunities with mode continuation and modal shifts in all foreign markets where the firm operates.