* p < .05; two-tailed test. ** p < .01; two-tailed test.

This paper investigates the role of learning orientation in the post-entry performance of international new ventures (INVs) by examining the relationships of niche strategy, network resources, and learning orientation with the multi-dimensional post-entry performance of INVs. Based on the INV internationalisation literature, we develop and validate a conceptual model, using a sample of 147 INVs from the two relatively small and open economies of New Zealand and Australia. The results show that the learning orientation of INVs positively mediates the relationship between niche orientation and network resources and INVs' post-entry performance. Our study indicates that learning orientation may be an important capability through which INVs' focused international business (IB) strategies and resources (e.g., niche orientation and network resources) may influence their multi-dimensional post-entry performance in terms of operational, financial, and overall effectiveness measures. We draw key implications for research on INVs' post-entry behaviour by explicating the role played by the firms' learning capabilities, and how these capabilities may interact with their strategies and resources in enhancing the post-entry performance of INVs.

This is a repository copy of Advancing the entrepreneurial orientation construct: the role of passion and perseverance.

 This study examines the measurement of performance for international new ventures (INVs)  We adopt a mixed methods approach using exploratory interviews and a quantitative survey sample of 310 New Zealand and Australian firms  We find that INVs use a variety of international performance measures which includes financial and operational performance indicators and organisational effectiveness  We find that INVs tend to be more international performance oriented than non-INVs  Our study also indicates that financial performance is generally more important than operational performance for INVs  We also find industry-specific differences in that manufacturing INVs tend to place more importance on financial performance than service INVs *Highlights (for review)

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