Article Type: Research Article Article Citation: Izabel Regina de Souza, and Miguelangelo
Gianezini. (2020). FACTORS INFLUENCING THE
INTERNATIONALIZATION PROCESS OF BRAZILIAN BORN GLOBAL COMPANIES. International
Journal of Research -GRANTHAALAYAH, 8(12), 130-140. https://doi.org/10.29121/granthaalayah.v8.i12.2020.2694 Received Date: 04 December 2020
Accepted Date: 31 December 2020
Keywords: International Companies
Born Global Brazil Strategy Emerging Markets This study aimed to identify factors that influence the internationalization of Brazilian born global companies (BGs). The studies on the theme of internationalization have been developed in a specific area and have continuously refined themselves as a theoretical field of high relevance and prominence. These researches seek to follow the speed and changes of international business, especially the studies that focus on the phenomenon of accelerated internationalization or as called, Born Global. A search was carried out – in the annals of events (EnAnpad and Semead), Brazilian international business journals, and at Google ScholarTM – to identify empirical studies on the theme "internationalization of Brazilian born global companies." The results found point to a diversity of factors that can influence BG companies' internationalization process, such as networks, geographic location, product differentiation, intensive use of technologies, and product innovation. However, the most relevant issue (and that demands new specific studies) is the "profile of the entrepreneur" as a factor of significant influence in the internationalization of the Brazilian BGs.
1. INTRODUCTIONThe last three decades (1990-2000-2020) have presented a concentration of
research in international ventures, especially in early internationalized
companies, called Born Globals (BGs), such
as the studies of Oviatt and McDougall (1994), Madsen and Servais (1997),
Oviatt and McDougall (1997), Knight and Cavusgil
(2004) and Knight (2016). BGs are displayed as companies that establish
activities abroad since their foundation or a few years after their creation.
These companies usually assume business in the international market
simultaneously with the establishment of business in the domestic one, and many
times, even without any experience or with little operation in the domestic
market itself. This placement is based on the works of the authors as Kim
(2009), Rialp et al. (2005), Cavusgil
and Knight (2010), and Knight (2016). Since the pioneering work of Oviatt and McDougall (1994) on BG companies'
phenomenon, much has been discussed in academia on this topic. However, the
literature already produced still presents different denominations and
variations of the concept of accelerated internationalization (RIALP et al.,
2005). Internationalization in the early years of the constitution of companies
can be called international new ventures (Oviatt and McDougall, 1994; 1995), global
start-ups (Madsen and Servais, 1997; Oviatt and McDougall, 1995), global
high-tech firms (Roberts and Senturia, 1996), among
many other denominations, included born globals (Knight
and Cavusgil, 1996). For this study, we adopted the
term born globals (BGs) because it is the most
general term in national (Brazilian) and international literature. The nomenclature given to this phenomenon does not mischaracterize a change
in behavior observed in internationalized companies in recent years due to
globalization. In fact, what is observed is that studies on this subject have
presented a diversification of factors that can lead to the
internationalization of BGs. Several authors sought to investigate factors that lead new companies to
follow the accelerated path in the internationalization process instead of
following the traditional one, that is, the gradual mode. The model of gradual
internationalization best known in the literature is based on incremental steps
presented by (Vernon 1966; 1971; 1979; Johanson and
Vahlne 1977, 1990), where "companies internationalize as they acquire
experiences with the foreign market". The BGs skip the steps described in the traditional internationalization
model described by Johanson and Vahlne (1975; 1977)
and present distinct factors that lead the new companies to internationalize
since the beginning of operations with foreign markets, and often without any
previous experience on a particular market. One feature observed in studies on
BGs is that these companies are typically small and medium-sized and have
limited tangible resources (Cavusgil and Knight,
2009; Freeman, Edwards, Schroder, 2006). Nevertheless, on the other hand, they
are endowed with distinct intangible resources and capacities (Knight and Cavusgil, 2004; Jantunen et
al., 2008; Rialp et al., 2005), which enable
them to be more skilled in allocating their resources (Cavusgil
and Knight, 2015). Regarding this context, this study seeks to identify the factors that
actually influence the internationalization of Brazilian BGs companies.
It is essential to highlight that this research is part of a more extensive
study on born global companies, which will seek to understand the factors
that influence the internationalization of BG companies from emerging
countries. However, to move forward, it is necessary to know the influencing
factors in the process of internationalization of this kind of company in the
country of origin. 2.
INTERNATIONALIZATION: CONCEPTS AND MODELS
Studies on internationalization have been relevant to understand the
movements that organizations make to internationalize facing the fast global
market changes. Seeking to keep up with the pace of changes in global business,
the internationalization theory has been continuously developing since the
1970s. This theory has established itself as a theoretical body of great
relevance and prominence in studies on companies' internationalization. On this
theoretical body, it is possible to highlight some studies that contributed to
the explanation of the internationalization process, such as the Uppsala model
(behavioral model), which has its aspect in the behavioral field of
organizations (Johanson and Wiedersheim-Paul,
1975; Johanson and Vahlne, 1977; 1990), and the Economic
model, where the decision of internationalization takes place through
economic rationality. The main theories are the Market Power (Hymer, 1960), the theory of internalization (Buckley and
Casson, 1976), the theory of Transaction Cost (Anderson and Gatignon,
1986; Hennart, 2010; Williamson, 1975), and the
Eclectic Paradigm (Dunning, 1977; 1988). The behavioral model initially described by Johanson
and Vahlne (1977; 1990), is also known as the Uppsala model, and
establishes that the company's internationalization process involves gradually
obtaining market knowledge. Thus, as the company engages and learns from the
foreign market dynamics, the more it compromises its resources and develops in
this market. The experience that the company acquires with the foreign market
enables it to develop new goals and define more significant investments,
consequently reducing the company's perception of risks in non-domestic
countries. Moreover, the most recognized works of the theory of
internationalization are the works of the Uppsala School (Johanson and Vahlne, 1977; 1990), the Cavusgil
Innovation Model (1980), in addition to subsequent developments such as Networks,
International Entrepreneurship and BGs (Knight and Cavusgil,
2004). The studies of networks are based on the premise that companies are
organized in networks and that in the international sphere, companies establish
relationships with other foreign companies (Johanson
and Mattson, 1988). Following the cited authors' idea, the company
internationalizes through another company that is part of its network of
relationships. When it comes to small and medium-sized enterprises, networks'
perspective provides companies with difficulties such as lack of access to
economies of scale, lack of knowledge, lack of resources, or limited resources,
and risk aversion. This approach's paramount collaboration advocates that
companies use resources available in a network to achieve their
strategic objectives (Dib, 2008). The study of international entrepreneurship is based on two theoretical
perspectives: Resource Based-View and Networks. The first helps to
identify critical resources for a new venture's success, while the second
demonstrates the vital role of cooperative actions and relationships. For
Oviatt and McDougall (1994), new international ventures represent a unique
challenge to existing theories, and none of them can fully explain the reasons
why this type of company exists. Johanson and
Vahlne's work (1990) presents some exceptions for the acceleration of the
internationalization process. However, the authors pointed out these exceptions
do not justify the existence of new international ventures since they are in
volatile markets, have few resources available, and do not have any kind of
international experience. For Wennberg and Holmquist
(2008), the entrepreneur and the company's characteristics are what determines
the behavior in decision-making, including when the decision is for
internationalization. This behavior is influenced by the knowledge and
relationship networks that the entrepreneur has. The more knowledge in the
foreign market and the greater the network of relationships that the
entrepreneur has, the more possible can be the process of internationalization
of the company as well as the speed of internationalization. The influence of knowledge acquisition and relationship networks on the
internationalization process's speed is pointed out by Sharma and Blomstermo (2003) as born globals.
For the same authors, BGs already have international market knowledge before
entering a foreign market for the first time, either through the entrepreneur's
experience or by the contacts that the company or the entrepreneur has in other
markets. The authors also point out that BGs would have a competitive advantage
over so-called "regular companies" since their relationships tend to
be weak and scattered since they are small, young, and knowledge-intensive
companies. Thus, when it comes to the internationalization of BG companies,
both stage models and theories related to the perspective of networks or
entrepreneurship help in their understanding of the internationalization
process (Gabrielsson et al., 2008; Dib et al., 2010).
The process of internationalization can still be understood from the
perspective of the Economic Model. The internationalization model
"under" economic perspective had its premises in Vernon's studies
(1966; 1979) that addressed the potential of the consumer market to explain the
process of internationalization. This model emphasized the product innovation
cycle, the effects of economies of scale, and the roles of ignorance and
uncertainty in marketing patterns. Later another model, the Eclectic Paradigm –
also known as the ownership, location, internalization (OLI) model or OLI
framework – uses the principles of transaction cost theory for
internationalization decisions (Dunning, 1980; 1988; 2000). The decision of a
company to operate abroad depends on the analysis between the costs of
coordinating the activity within the company's structure. From there, a
subsidiary is created abroad – and the transaction costs of the operation by
the market, either through export or licensing of the brand or franchises. Internationalization has been evolving to keep up with the changes that
globalization imposes on markets. Not all companies that are internationalized
go through processes as described in the models highlighted above.
Internationalization strategies do not follow standards but follow the
company's ability to innovate and seek new ways to internationalize. This is
the case of the phenomenon of so-called born global companies. 3.
BORN GLOBALS: CONCEPTS AND CHARACTERISTICS
The phenomenon of the internationalization of companies in a premature and
fast way caught researchers' attention in the 1990s. Thus, in the international
literature, companies that had the process of accelerated internationalization
obtained the name of BGs. These companies were born global or were born to
operate in foreign markets. The emergence of these companies results from
social, technological, and environmental changes experienced since the 1990s.
BGs can be considered a more agile and effective evolution of the
internationalization process (Madsen and Servais, 1997). The acceleration of internationalization of companies is related to the
changes that the business environment has been going through in recent decades.
An example is the increasing degree of demand of consumers who have started to
demand specialized and personalized products, creating niche markets and
opening opportunities for smaller companies that, with the technologies
present, can compete for costs and quality. The communications revolution also
allowed companies to manage and do business anywhere in the world. These
factors have changed the life cycle of the products, making them shorter and
smaller. All these required companies to be more agile and adaptable to respond
at the same speed (Rennie, 1993; Oviatt and McDougall, 1994; Madsen and
Servais, 1997). Unlike Uppsala school companies' internationalization model, BG
companies' internationalization does not take place slowly and progressively.
However, there is still no consensus for a concept that clearly describes the
model of BGs internationalization (Hashai and Almor, 2004). Studies on this theme still differ about the
age at which the international activity begins, the representativeness of the
export in total revenue, or the number of countries to which it is exported,
among other factors (Dib et al., 2010). The studies of Welch and Wiederheim (1980) was
one of the first works to address the BG phenomenon and showed a significant
increase in accelerated export operations after World War II. However, the most
recognized works on the subject appeared in the mid-1990s (Knight and Cavusgil, 1996; Madsen and Servais, 1997; Oviatt and
McDougall, 1994; Rennie, 1993). Among the authors cited, Knight and Cavusgil's studies are the ones that appear most frequently
in research on accelerated internationalization, or BGs. Some concepts
of BGs are described in Ribeiro (2012), the pioneer quantitative study on this
type of company in Brazil (see Table 1). Table 1: Main definitions of born global companies
Source: Adapted from Ribeiro (2012) As already mentioned, the concept of born globals
still generates disparities among scholars. Regarding these disparities
involving the BGs phenomenon, Dib (2008) gathered the characteristics
highlighted by the leading authors (Table 2). Table 2: Main Characteristics of the born globals (BGs) internationalization process
Source: Adapted from Dib (2008) Different studies used different definitions through choices between
characteristics such as the beginning of international activities, the
relevance of activities, mode of entry, geographical scope, and foundation
year. As this work focuses on Brazilian born global companies, the concept of
BGs presented by Dib (2008) was chosen. Besides, a search was carried
out – in the annals of events (EnAnpad and Semead), Brazilian international business journals, and at
Google ScholarTM – to identify empirical
studies on the theme "internationalization of Brazilian born global
companies." 4. RESULTS AND
DISCUSSIONS
The emergence of BG companies has received increasing attention in
research on internationalization. In addition to the contrast to the
traditional theory of internationalization, BG companies present a condition of
innovative companies, based on new inducing elements present in other theories
such as relationship networks, distribution channels, entrepreneurship,
organizational innovation, and the internet or the combination of them
(Sharma and Blomstermo, 2003; Gabrielsson
and Kirpalani, 2004). Even so, it is perceived that there is a vast path to be followed so that
we can better understand what factors actually influence the process of
internationalization of BGs, especially in empirical studies of
Brazilian companies. Considering this reality and given the dispersion found in
the international literature, this study aims to describe the factors
highlighted in Brazilian articles, which influence the internationalization of
Brazilian BGs. Before presenting results of some empirical studies in Brazilian companies,
it is also worth to regard at the explicit factors in some studies since the
90s – to explain the speed of the internationalization process – such as:
Rennie (1993), highlighted the flexible and rapidly responsive organization to
justify rapid internationalization; Zuchella (2002)
considered the existence of singular assets; Chetty and Campbell-Hunt (2004),
the niche strategy is an essential factor; Evangelista (2005), points to
product differentiation; and Loane (2006) the
intensive use of information technology. The existence of factors linked to relationship networks influences the
speed of the internationalization process, according to the research: intensive
use of partnerships with other companies (Gabrielsson,
2005); integration to international business networks (Johanson
and Mattson, 1988); use of personal networks as facilitators in
internationalization (Loane, 2006) and cluster
insertion (Zuchella, 2002). It is also possible to find in the literature characteristics of the
entrepreneur that influence the speed of the internationalization of a company,
guidance and international experience (Knight, Madsen and Servais, 2004);
greater risk tolerance (Madsen and Servais, 1997) and unique
technical/scientific knowledge (Chetty and Campbell-Hunt, 2004). In Brazil, as in many emerging countries, studies on the phenomenon of BGs
have not yet been limited. In a research in databases of scientific
congresses, journals, master's theses, and doctorates of Brazilian
universities, few studies with empirical research on the subject were found.
Some studies point to a clarification of the theories of internationalization
as is the case of the work of Dib and Carneiro (2006) that sought to compare
the theories: Theory of Market Power, Theory of Internalization, Eclectic Paradigm,
Uppsala Model, Perspective of Networks and International
Entrepreneurship – and their contribution to answering five basic questions: why,
what, when, where and how companies internationalize
(their activities). Furthermore, in the end, they suggested that a new general
or specific theory would be necessary to deal with the increasing complexity
and variability of the processes of internationalization of companies. Carvalho and Paes (2006) evaluated the main
drivers associated with BG companies' internationalization process in Brazil.
The authors identified the non-geographical specificity of the
internationalization pattern of global born companies. Besides, they confirm
the importance of globalization degree of the sector to induce the rapid
involvement of organizations with business activities abroad. The work of Dib and Rocha (2008) focused on the master line of research on
BGs, by developing a survey among companies in the Brazilian software
industry, comparing the characteristics of companies internationalized by the
gradual process, predicted in behavioral theories, with the process of early
and accelerated internationalization that characterizes the BGs. The
study started with a comprehensive literature review. A conceptual model was
constructed consisting of four "blocks of factors": related to
company characteristics, relationships with networks, characteristics of the
entrepreneur, and the type of internationalization process studied. An internet
survey was conducted, obtaining a final sample of 79 software developer
companies. The results allowed identifying some factors in the conceptual model
that would differentiate companies from early internationalization from those
of gradual internationalization. In 2009, Ribeiro and Pimentel analyzed Brazilian cases of BG companies. The
study focused on the relationship between the entrepreneur's profile and a
certain region and the success of the enterprise. The research revealed two
enterprises from Campinas city (São Paulo state) that were examples of
successful BGs in Brazil. For the authors, the main factors that contribute to
this success are the entrepreneur behavior; the location in a
"technological pole" region, close to an innovative public
university; and the support of the government through financing. These
characteristics raised show compliance with the international theoretical
framework on the subject. Silva, Chauvel, and Bertrand (2010) conducted a case study in a small
Brazilian technology company internationalizing to Australia. The company can
be characterized as a BG. In accordance with the literature, it was
evidenced that the entrepreneurial profile and the network are preponderant
factors in this company's internationalization process. Moreover, it was
observed that the network had the main contribution to reduce the psychic
distance and, also, that its internationalization led to the acquisition of new
resources relevant to its functioning. Four case studies with companies based in the city of Rio de Janeiro – that
did the first international business until the fifth year of its foundation –
were carried out by Silva and Dib (2011). The authors describe technological
innovations in communication, transportation, and production, the shortening of
distances, changes in consumer preferences, and market specialization as
factors of change that influenced the four companies' rapid
internationalization process. Also, on the studies of Silva and Dib (2011) and based on the literature,
the authors look at the existing theoretical models and point out
characteristics of BG companies such as: i)
customer orientation; ii) intensive use of information technology; iii)
existence of natural assets; iv) product differentiation and niche
strategy; v) contributions of the theories of international
entrepreneurship that indicate that an entrepreneur with international
orientation and experience, greater tolerance to risk and with unique technical
and scientific knowledge can be fundamental in accelerating the
internationalization process; and finally vi) subsidies from the Perspective
of Networks, which points out that companies with rapid
internationalization may be linked to international business networks, clusters
or use personal contact networks to accelerate their internationalization.
The result of this research pointed out that two of the four companies studied
were effectively international since their foundation. In contrast, the others,
even with the internationalization process and can also be classified as BGs,
were less fast to reach the international market. From what is observed,
the greater speed seems to originate in one of the most notable international
experience cases and the network of contacts of the founder and another case of
an intention of internationalization from the beginning. In his doctoral thesis, Ribeiro (2012) analyzed the relationship of factors
of the company's external environment in the country of origin, organizational
factors, and factors of the entrepreneur by which some Technology-Based
Companies (TBCs) are internationalized in an accelerated manner since its
foundation or a few years after its foundation. The analysis was performed on
54 employs of TBCs, and the results showed that the companies' external factors
influence more than the company's internal factors. Thus, the location,
partnerships, government policies, and integration into the value chain
significantly explain the internationalization of TBCs. Integration into global
production chains is the factor that best discriminates the
internationalization of born global TBCs. Concerning the
entrepreneur's factors, the international managerial skills of the entrepreneur
also appear as important in the accelerated internationalization of TBCs. Souza and Lima (2016) reviewed the theories of internationalization. They
suggested several initiatives for research on the theme of internationalization
of BG, such as identifying the real factors that lead to BG companies
internationalizing. The entrepreneurial profile was also the focus of the study of Picchiai and Zorzetti (2018).
This work's objective was to analyze the profile of entrepreneurs from
companies that have become internationalized in an accelerated manner. For the
research, a convenience sample was used composed of six companies that answered
a questionnaire and a collection of information about the companies selected
through the company's website, and the application of a semi-structured
questionnaire to the partners or directors of the companies. The results
pointed out the importance of the entrepreneur's previous experience in
multinational companies, his influence as an investor man with technical or
scientific knowledge, and his international orientation as an essential factor
in BG companies. Regarding all these researches, we made a compilation of factors found in
the analyzed studies (Table 3). Since to understand the phenomenon of
accelerated internationalization in Brazil, it was necessary to understand how
this also occurs in other countries, and it is possible to describe these
factors of Brazilian and foreign companies according to studies presented
above. Table 3: Factors influencing the born globals internationalization process
In fact,
many factors influence the process of early internationalization of companies.
However, it is worth highlighting some convergent points found in the studies
conducted in several emerging countries and the work carried out in Brazil. The
issue of the entrepreneur/manager profile is a factor that draws attention, as
well as the integration to networks the experience of the entrepreneur/manager
in the international market and the use of information technologies. It can be
said that the network contributes to the success of these companies so that it
helps to identify, through partners, new market opportunities, and builds
market knowledge. In this
context, the innovative, proactive, and accepting behavior of the executive in
conjunction with an allied network, that is, a network helps to identify
resources to explore the international market and achieve market and
technological knowledge. Both are factors to enter the international market and
leverage Born Global's development and performance in
this market. Another point of significant prominence that converges with the
literature is the entrepreneur's profiler, which according to Andersson (2000),
explains that the entrepreneur's adequate performance is the condition for the
internationalization of these companies in an accelerated way. The
differentiation of the product and the geographical location, despite appearing
in the works of Ribeiro and Pimentel (2009) and Evangelista (2005), does not
seem to be a very preponderant factor in the internationalization process of BG
companies since it does not frequently appear in the influencing factors in the
process of early internationalization. What leads us to think that
participating in international relationship networks and having a bolder
entrepreneurial profile are factors that really influence the
internationalization process of Brazilian BGs. 5. CONCLUSION
In order
to identify the factors that may explain the process of early
internationalization of BG companies in Brazilian studies, it was possible to
identify some relevant factors pointed out, such as the importance of the
profile of the entrepreneur/manager in this process, participation in networks
of relationships with the foreign market, as well as the experience of the
entrepreneur with the international market. As an
emerging economy, Brazil still lacks technological development. For this
reason, unlike in developed countries, the intensive use factor of information
technology is not a factor that appears as relevant in the studies of Brazilian
BG companies. What most often explains the process of internationalization of
Brazilian BGs is the entrepreneurial profile. The entrepreneur can be
conditioned since it motivates the company to enter the foreign market. Is a
person willing to seize opportunities and face challenges, a decisive factor
for the internationalization process's success and continuity of the
internationalization process? The work
results also point to the importance of studying the role of the international
entrepreneur more thoroughly to understand the difference between companies
that have this entrepreneurial manager and those that do not have a manager
with this profile. In addition to influencing the decision to go to foreign
markets, the experience, network, and contacts of the entrepreneur in other
markets point to opportunities and help considerably in overcoming difficulties.
Although international opportunities are available to all, it is worth noting
that only a few individuals can develop them. Thus, even if the knowledge of
these opportunities reaches the entrepreneur through their contacts, only some
of them will recognize and develop it. SOURCES OF FUNDING
This
research received no specific grant from any funding agency in the public,
commercial, or not-for-profit sectors. CONFLICT OF INTEREST
The
author have declared that no competing interests exist. ACKNOWLEDGMENT
To professors and
colleagues from the course Advanced Topics in Socio-Economic Development. To
the Research Group in Strategy, Competitiveness and Development (GEComD) and the Postgraduate Program in Socio-Economic
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