A Strategic Approach to Internationalization: A Traditional versus a "Born-Global" Approach Author(s): Sylvie Chetty and Colin Campbell-Hunt
Source: Journal of International Marketing, Vol. 12, No. 1 (2004), pp. 57-81 Published by: American Marketing Association
Stable URL: http://www.jstor.org/stable/25048964 .
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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"
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
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
that the born-global
firms and that its most distinctive elements lie in the model's relevance to an increasingly globalized world economy and in the more
that are required
low this path.
propel firms into international markets soon after the firms' 1997). Several studies
(Oviatt and McDougall
and Oviatt 1994; Moen and Servais
1995; Rennie 1993) confirm that
2002; Oviatt and McDougall
Sylvie Chetty and
and that many
different picture; typical of this view isWelch and Luostari nen's (1988) conclusion that firms that internationalize from inception
is a new
or a rehash
Knight, Bell, and McNaughton
lenge the born-global assumption by asserting
of an old
that firms in
studies on born globals have tended to focus on knowledge
are also found
to be a new
(2000), "The International
(1980), "On the Internationalization
Firms in the Apparel
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