Job Creation of Exporters and Non-exporters: Evidence from Estonia

How Does Managerial Experience Predict the Internationalization Type of a Young Firm?

“…Only a few studies have focused on predicting whether a firm internationalizes early and rapidly or not [18]- [21]. This is a serious research gap as fast internationalization (for definitions, see Appendix I), especially expanding early to several (distant) markets and achieving a relatively large export share soon after establishment, has been associated with higher overall and export survival probability, and also, sales and employment growth [22]- [24]. Thus, for instance, for export support agencies, it would be especially important to detect which firms would internationalize fast, and to support such firms.…”

A literature review on CEE firms’ internationalization: success measurement, achievement and outcomes

“…From internationalization-related outcomes , high degree of internationalization (Annushkina, 2014), increased export share (Ferencikova and Hluskova, 2015), a high export value (Jaklič et al , 2017), increased foreign market share (Ciszewska-Mlinarič et al , 2020; Ferencikova and Hluskova, 2015) and increased involvement in target markets in terms of exporting initially, but, thereafter, establishing foreign subsidiaries (Ciszewska-Mlinarič et al , 2020; Lahovnik, 2004; Trąpczyński et al , 2016) have been mentioned. In addition, export survival (Vissak and Masso, 2020), low export volatility (Cieślik and Kaciak, 2011), re-entering previous (Vissak, 2022b) and entering additional foreign markets (Trąpczyński et al , 2016) have been considered to characterize successful exporters.…”

“…From other outcomes , revenue growth (Éltető and Udvari, 2019; Panibratov et al , 2022; Srbinoski et al , 2022; Vaivode, 2018), reduced financial risk and higher survival due to earnings from multiple markets (Roolaht, 2017; Steinerowska-Streb et al , 2022; Vissak and Masso, 2020), increased financial stability (Coşkun et al , 2022), high profitability (Barłożewski and Trąpczyński, 2021a; Bulis et al , 2021; Çela et al , 2022; Ciszewska-Mlinarič et al , 2012; Kalotay and Sulstarova, 2010; Lukason and Vissak, 2016; Srbinoski et al , 2022) and constant profitability (growth) during several years were used to characterize successful internationalizers (Vissak, 2013; Vissak and Zhang, 2016). In addition, in some studies, employment growth (Srbinoski et al , 2022; Svetličič et al , 2007; Vissak and Masso, 2020), high productivity (Benkovskis et al , 2020; Brodzicki, 2017; Damijan et al , 2017; Jaklič et al , 2017), improved reputation (Ciszewska-Mlinarič et al , 2020), increased value added (Ciszewska-Mlinarič et al , 2012; Trapczynski, 2016b), gaining access to new technologies via successful investments (Götz and Jankowska, 2019) and increased innovativeness (Ermolaeva et al , 2018) and competitiveness (Trąpczyński et al , 2016) were mentioned. Finally, some authors stated that success in foreign markets increases the managers’ confidence regarding the firm’s overall value and the value of their products (Sliwinski and Sliwinska, 2016) and, as a result, they feel that their international or local activities have been successful (Baranowska-Prokop and Sikora, 2015).…”