The McGill International Entrepreneurship series
Edited by Hamid Etemad, Tage Koed Madsen, Erik S. Rasmussen and Per Servais
Chapter 2: Leadership and organization in born globals
Because of lower trade barriers, increased competition and rapid technological development, more and more SMEs start their international operations during the first years of their inception, and a great share of their total sales is from foreign markets (Etemad 2004). These types of firms are referred to as early internationalizing firms, international new ventures or Born Global firms, and the latter term will be used in this chapter (Rennie 1993; Knight and Cavusgil 1996; Andersson and Wictor 2003; Rialp et al. 2005). In Born Global firms top management and entrepreneurs are regarded as crucial for the firms’ international strategies and development. The globalization trends set up more opportunities for single firms, but far from all firms take advantage of these opportunities and are able to implement a successful international growth strategy. Studies have shown that successful Born Global firms are managed by entrepreneurs with a global mindset (Andersson 2000; Nummela et al. 2004) that develop global strategies for the company. The global strategies of Born Globals have been well documented in the literature (Oviatt and McDougall 1994; Madsen and Servais 1997), but less is known about the specific leadership behaviours that contribute to successful implementation of global strategies in this type of firms.
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