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Purpose -This paper aims, by a direct comparison, to address the differences and similarities of the internationalization processes of multinational companies both from developed and emerging countries. Design/methodology/approach -This study employed qualitative approach, using an integrated model of internationalization process. Multiple case studies, with two companies with significant involvement in foreign markets and originating in countries with different levels of development, were carried out. Findings -The results reveal that the case companies show some differences with regards to their use of ownership advantages to facilitate their internationalization. On the other hand, learning and experience of internationalization, coupled with the use of networks, have been factors that have influenced the pace and the pattern of the case companies' internationalization. An integrated model, which includes variables related to networks and learning/experience, may contribute to the understanding of the case of multinational companies from emerging economies. Originality/value -Although the research field of emerging multinationals has been growing lately, very few attempts have been made in the sense of directly comparing the internationalization process of firms from both developed and emerging countries. The authors proposed an integrated analytical model that draws on insights from the eclectic paradigm and the Uppsala internationalization model.

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PurposeThis study aims to investigate how mature born global firms create value for customers to achieve continued international growth.Design/methodology/approachThe study employs a case study approach to investigate the under-researched area of how mature born globals create value for customers and, by doing so, contribute to their continued international growth. This in-depth examination of how three born globals developed over time uses interviews, observation and secondary data.FindingsThe findings indicate that the entrepreneurs of born global firms, that continued to grow, created a culture in the early stages that supported value creation for foreign customers. These firms have built a competitive position by developing international niche products. They have also implemented a combination of proactive and reactive market orientation to facilitate the creation and delivery of value to customers. To maintain growth, they further invest the revenues earned on additional international marketing activities and continuously enhance their focal products.Research limitations/implicationsThe study relies on three cases. We therefore recommend that future studies extend the scope of the research to several companies in various industries and countries, in which the theoretical arguments can be applied. In addition, further studies that test the propositions developed in this study, in different contexts, are highly recommended.Practical implicationsTo gain international growth, managers should create an organizational culture that facilitates satisfying international customer needs. Firms should continuously invest in sales and market development (e.g. social media marketing, personal selling) and undertake technology development of niche rather than new products. To achieve international growth, managers need to standardize part of the offer to achieve economies of scale and adapt the other part to international customers' needs.Originality/valueResearch on born globals has focused on the early stages of their internationalization processes, while largely neglecting the later stages (mature born globals) or the factors that lead to continued international growth. To address this gap, this study explores what happens when born globals ‘grow up’. This study contributes to the literature by capturing the factors and processes underlying how mature born globals create value for customers, for international growth. In particular, the study shows that the culture and strategies developed in the born globals' early stages also lead to international growth in later stages. The mature born globals have also invested in niche products, brand building, and effective market channels and adopted a combination of proactive and reactive market orientations.

PurposeThe purpose of this paper is to develop a cross‐cultural RELQUAL‐scale in supplier‐distributor relationships in Sweden and the USA.Design/methodology/approachThe Swedish and US sampling frames consisted each of a random sample of 600 owners and managers of distribution firms of specialty tools and fasteners. A total of 161 usable surveys were returned from the US‐survey, for a response rate of 27 percent, while 121 usable surveys were returned from the Swedish survey, for a response rate of 20 percent. An overall response rate of 24 percent was achieved across both countries.FindingsThe paper provides support for the dimensional distinctiveness of cooperation, coordination, specific assets, satisfaction, trust, and commitment. Four of the dimensions are reflective of relationship quality or the “cross‐cultural RELQUAL‐scale” (cooperation, coordination, trust, and commitment) and relationship quality was found to be associated with relationship‐satisfaction with suppliers. A test of metric invariance confirmed the RELQUAL‐scale is appropriate for cross‐cultural research.Research limitations/implicationsExamining the tested in other industrial and cultural contexts and countries in other inter‐organizational settings could help establish the generality of findings beyond Sweden and the USA and that beyond the context of the distributor‐supplier relationship of fasteners and specialty tools.Practical implicationsThe “cross‐cultural RELQUAL‐scale” is of interest to business practice as it provides a structure of dimensions to be considered in the organizational effort of maintaining satisfactory levels of relationship quality with suppliers.Originality/valueThe paper focuses on two different cultural contexts, which is an approach rarely seen in inter‐organizational research. The focal constructs are frequently included in inter‐organizational research, but have previously not been included in the same empirical study of RELQUAL.