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The purpose of this paper is to explore when and how Korean firms learn from internationalization to develop new competencies to serve an international market.

This study adopted a contingency perspective to examine the relationship between organizational coordination and organizational implementation capabilities. A conceptual framework was tested based on data obtained from Korean firms.

The results suggested a discrepancy between the direct and indirect influences of internationalization. On the one hand, there is an inverted U-shaped pattern in the direct relationship between internationalization and organizational implementation capabilities; that is, high levels of internationalization may reduce organizational implementation capabilities. On the other hand, the evidence for a U-shaped moderation suggests that high levels of internationalization can help a firm become capable of amplifying the value of cross-functional coordination in organizational implementation capabilities. In addition, technological changes weaken the positive impact of organizational coordination on organizational implementation capabilities.

Empirical research on the role of internationalization and dynamic environments in the context of new product development (NPD) affirms the importance of testing the curvilinear moderation beyond a linear two-way interaction.

The present study offers insights into the importance of high levels of internationalization in enabling Korean firms to create effective cross-functional coordination to serve an international market with new products.

This is the first review focusing on the role of internationalization in NPD.

The purpose of this paper is to address a gap in the understanding of the indirect effects of marketing and technical factors on time efficiency in developing a new product and international new product launch.

This paper adopts a contingency perspective in examining the relationships between antecedents and on‐time completion (or timeliness) of new product development (NPD) and international new product rollout (INPR). A conceptual framework is tested based on data obtained on 232 NPD projects undertaken by Korean firms.

The results show that NPD proficiencies mediate to a greater or lesser extent the effects of key antecedents (e.g. cross‐functional linkages, project fit with available marketing resources, and effective coordination of headquarters‐subsidiary/agents' activities) on timeliness in NPD and INPR.

Empirical research on the role of marketing and technical proficiencies in improving NPD timeliness and rollout timeliness in the context of international NPD affirms the importance of adopting a contingency perspective in examining the antecedents of NPD and multi‐market entry timeliness.

This paper lends insight into the role of overseas subsidiaries or agents in helping to build the technical proficiencies of emerging country companies.

This is the first review focusing on the mediating influences on time dimensions (e.g. timeliness) in multi‐country product launches.