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We investigate the relationship between Entrepreneurial Orientation (EO) and the internationalization pathways of Brazilian franchises. Our aim is to unravel the patterns of firm-level entrepreneurial characteristics vis-à-vis their corresponding processes of internationalization.

We extracted and curated data from the directories of the Brazilian Franchising Association (ABF). Additionally, we scrutinized the International Intensity, International Complexity and EO degree of 27 Brazilian franchises engaged in international activities. Associations between these dimensions were assessed through fuzzy-set qualitative comparative analysis (fsQCA).

Our findings suggest that franchisees can enhance their international activities by adopting various configurations of EO attributes. This discovery illuminates the intricacies of EO and its association with firms’ operations and performance. Accordingly, we empirically demonstrate that EO is not a monolithic element. Instead, it should be perceived as a multifaceted and dynamic construct.

This study aimed to examine the internationalization process of franchises through the EO lens, a perspective that has not been explored in the existing literature. This unique approach offers novel insights about the internationalization processes of this particular business model. Furthermore, our research delves into the intricate relationship between firm-level EO and the trajectories of firm-level internationalization.

We adopt the conceptual lens of the Dynamic Capabilities Approach to evaluate the relationship between Entrepreneurial Orientation (EO), Digital Marketing Capabilities (DMC), and Performance in Brazilian franchises.

We applied a survey with franchisors at the Brazilian Franchising Association Expo 2022. Data were collected for 145 franchise systems. We used Partial Least Squares Structural Equation Modeling and tested two distinct models. Model 1 presents the direct effects of EO and DMC on Performance. In Model 2 we include the mediation effect of DMC on the relationship between EO and Performance.

Aligned with prior literature, in our first model we found a direct association between EO and Performance and between DMC and Performance. In our second model, when analyzing the combination of EO and DMC, we observed a full mediation effect of DMC in the relationship between EO and performance, and an indirect effect of EO on performance.

We advance in the debate of the relationship between EO and Performance in the franchise context, adding to our model the DMC perspective. Findings shed light on the importance of digital marketing capabilities for franchise systems. These elements open important avenues for dedicated research to further understand how digitalization process can be redefining the drivers of performance in entrepreneurial firms.