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This study aims to examine the relationship between a founder’s knowledge of international markets and the firm’s ability to acquire and orchestrate resources for its international operations.

This investigation uses an empirical methodology using data obtained from SMEs engaged in exporting activities in the Middle East. The data collection used a random sampling approach, reaching 284 samples from SMEs that are privately held and engaged in international ventures within the past five years, deriving more than 35% of export sales directly. The relationships within the data were scrutinized through partial least squares-structural equation modeling.

The examination recognizes a positive and direct correlation between founders’ knowledge of international markets and SMEs resource orchestration ability. The results find support for both of mediated and moderated paths and uncover the mediated role of SMEs resource acquisition ability in relationship between founders’ knowledge and SMEs resources orchestration ability. Level of SME internationalization and degree of innovation initiatives positively moderate this relationship as well.

The study’s results contribute to the theory and practice of international entrepreneurship and cognitive psychology, but there are a few limitations to be conscious of. For example, the relationship between founders’ knowledge, resource acquisition and resource orchestration is strengthened by SMEs’ levels of internationalization and their degree of innovativeness. However, to anticipate resource acquisition, future studies might model a direct link between SMEs level of internationalization and degree of innovativeness.

This research offers practical recommendations for owner–managers of SMEs in the field of international entrepreneurship in emerging market environments, particularly regarding the use of founders’ knowledge in resource orchestration and when it is most useful. To be more precise, entrepreneurs should prioritize the transfer of their knowledge of international markets as a knowledge base to obtain resources for their international operations. This includes both the acquisition of resources and the orchestration of these resources concerning the utilization of product–market opportunities to create economic value.

This research provides unique perspectives on the interaction between founders’ knowledge of international markets and firms’ resource orchestration ability. The findings have significant implications for the advancement of theory and managerial implications in the fields of cognitive psychology, international business and entrepreneurship.

Many nations now engage in economic promotion of their countries in foreign countries. One major aspect of this activity is export promotions. This paper aims to understand the relationship between export promotional activity participation and export performance by Ghanaian manufacturing firms.

The list of manufacturing exporters was obtained from the Ghana Export Promotion Authority, and the convenience and snowballing approach was used to reach and administer research instrument. The relationship between export promotion and performance was estimated using a multiple regression.

The results of this study indicate that exporters should implement specific export promotion programmes if they want to enhance export performance and become successful. The findings of this study show that the programmes that have a strong positive relationship with export performance are trade fairs, foreign offices and tax and financial incentives.

The results of this study contribute to the international entrepreneurship literature in several ways. First, findings from this study contribute to the limited literature on exports in developing countries such as Ghana. Again, the study framework provides assistance to assess and monitor emerging trends in export promotion strategies. Also, export promotion, as a whole, provides a framework in which firms formulate strategies, allocates resources and seeks opportunities in a coordinated way. Finally, in the international marketplace, firms need to maintain their competitive edge, and it is important to operate efficiently and effectively using an appropriate export promotional strategy.