The role of international knowledge acquisition and absorptive capacity as a predictor of international performance

Abstract

The international business literature recognizes the central role of knowledge and learning as key determinants of the internationalization of firms. While the stages model underlined the influence of experiential learning, new research has shown that there are also other relevant types of knowledge acquisition, which can be structured following Huber's model (1991) as congenital, grafted, vicarious, and search knowledge acquisition. However, knowledge acquisition constitutes only a first step for learning. In this respect, absorptive capacity appears as a useful construct since it integrates knowledge acquisition, assimilation, transformation, and exploitation capacity. This paper analyzes the influence of the types of knowledge acquisition on international performance and considers absorptive capacity dimensions as moderator variables based on a sample of 200 Spanish SME exporters.

Which variables predict the internationalization type of academic spin-offs?

“…uncompetitive products, lack of resources) [ 59 , 61 , 62 , 64 , 65 , 88 , 90 , 99 , 102 , 104 ] attitudes toward international vs. domestic growth, learning, marketing, planning, control, risk taking; making product, pricing or marketing adjustments, responding to competitors’ actions, getting and using information about foreign markets, etc. [ 22 , 55 , 56 , [60] , [61] , [62] , 64 , 65 , 88 , 94 , [97] , [98] , [99] , [101] , [102] , [103] ] foreign market information availability and diversity: e.g., using different information channels, learning from other firms that have export experience in the target country, participating in international networks, contacting export agencies [ 48 , 62 , 64 , 65 , 100 , 103 , 105 ] technological or other co-operation: e.g., cluster membership of the firm, being an original equipment manufacturer or an assembly firm, co-operation with local banks, business consultants, scientists or other local firms to develop new products etc. [ 48 , 87 , 89 , 91 , 95 , 102 ] network’s international characteristics: e.g., international network’ size and strength, level of network members’ internationalization [ …”

“… [ 22 , 55 , 56 , [60] , [61] , [62] , 64 , 65 , 88 , 94 , [97] , [98] , [99] , [101] , [102] , [103] ] foreign market information availability and diversity: e.g., using different information channels, learning from other firms that have export experience in the target country, participating in international networks, contacting export agencies [ 48 , 62 , 64 , 65 , 100 , 103 , 105 ] technological or other co-operation: e.g., cluster membership of the firm, being an original equipment manufacturer or an assembly firm, co-operation with local banks, business consultants, scientists or other local firms to develop new products etc. [ 48 , 87 , 89 , 91 , 95 , 102 ] network’s international characteristics: e.g., international network’ size and strength, level of network members’ internationalization [ 48 , 58 , 97 , 101 , 103 ] home market’s characteristics: e.g., business environment, market size, industry dynamism, demand, competition, level of development, government assistance, political regime, inflation rate etc. [ 48 , 49 , [55] , [56] , [57] , [58] , [59] <...…”

Governance considerations and non-linear international scale-up behaviour among INVs

“…However, owners that do internationalise too quickly and are forced to withdraw from foreign markets need to re-evaluate strategies during a brief ‘time-out’ period, namely, between de-internationalisation and international market re-entry (Crick and Chaudhry, 2006; Welch and Welch, 2009). This period illustrates the importance of knowledge acquisition and possibly from different sources (extending Agustí et al, 2022); hence, this enables decision-makers to balance risks/rewards when attempting to meet growth-oriented goals. It is likely that exhibiting strategic flexibility and improvisation behaviour can assist decision-makers (Evers and O’Gorman, 2011; Hughes et al, 2020; Pauwels and Matthyssens, 2004); not least, via undertaking further validation, liaising with key stakeholders like angel investors that can enhance their governance structures and pivoting business models.…”

“…New insights emerge concerning the question of whose mind-set is important in decision-making based on the governance of a particular firm, whereby, in some INVs, angel investors with a different mind-set to the founding owner may help shape (re-) internationalisation paths as opposed to growth via a focus on their domestic market. As such, knowledge acquisition regarding various phases of internationalisation may come from different sources (building on Agustí et al, 2022).…”

The impact of the external environment on transferring from linear to circular economy with the mediating role of knowledge assimilation

“…The structure of the questionnaire is based on previous studies of Flor et al (2018), Agusti et al (2022), Shakina and Barajas (2020), Cloodt et al (2006), Holmström-Lind et al (2022. The primary data for the empirical research has been collected by means of a quantitative survey in Lithuania and Estonia.…”