The strategic orientations of rapidly internationalizing software companies

Abstract

Purpose

This paper addresses the strategic orientations (entrepreneurial orientation, learning orientation, and market orientation) of rapidly internationalizing small software companies.

Design/methodology/approach

The empirical analysis is based on an intensive investigation of ten small Finnish software companies that have exhibited rapid and proactive internationalization behavior.

Findings

It is argued that the manifestations of the orientations evolve as the small company develops, and these concepts are thus strongly related to the internationalization process. Further, an entrepreneurial orientation, especially a strong desire to seek growth in international markets, must be embedded in the mindset of the rapidly internationalizing small company. However, It is argued that it does not have an effect on the success of the international venture if it is not combined with strong learning and market orientations.

Research limitations/implications

This paper brings an evolutionary viewpoint to the existing academic debate of strategic orientations of companies. It is suggested that the current conceptualization of entrepreneurial orientation should be developed to include also measures of market orientation.

Practical implications

It is suggested that the members of the management team of a small and global software company should not only possess a highly entrepreneurial mindset and previous experience of international operations, they should also show strong commitment to considering the customers the most important stakeholders of the company, and a willingness and ability to learn rapidly from all available information about global markets.

Originality/value

This is the first qualitative investigation of the strategic orientations during the internationalization process of small companies.

Citation

Ruokonen, M. and Saarenketo, S. (2009), "The strategic orientations of rapidly internationalizing software companies", European Business Review, Vol. 21 No. 1, pp. 17-41. https://doi.org/10.1108/09555340910925166