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Our 2004 Journal of International Business Studies article, \"Innovation, Organizational Capabilities, and the Born Global Firm\" provided a framework for the phenomenon of early and rapid internationalization among young, entrepreneurial firms. This work can be characterized as an integration of marketing, entrepreneurial, and capability-based thinking around exporting, positioned as the born global exporter. The article also reported findings from a national study of start-up firms that expanded abroad early in their evolution. In the present commentary, we reflect on the contributions of the 2004 article, review the scholarship on the topic over the past decade, and offer suggestions for future inquiry. While the incidence of early internationalization by firms was a novel concept two decades ago, today such firms are found in abundance in many countries. Yet many unresolved research questions remain, including the crucial topic of what happens to \"born global\" firms as they grow and mature over time. Similarly, the issue of why some firms internationalize early, others late in their evolution, and still others choose to remain local, is a fundamental question for international business scholarship.

Although the study of family firm internationalization has generated considerable scholarly attention, existing research has offered varied and at times incompatible findings on how family ownership and management shape internationalization. To improve our understanding of family firm internationalization, we systematically review 220 conceptual and empirical studies published over the past three decades, structuring our comprehensive overview of this field according to seven core international business (IB) themes. We assess the literature and propose directions for future research by developing an integrative framework of family firm internationalization that links IB theory with conceptual perspectives used in the reviewed body of work. We propose a research agenda that advocates a cross-disciplinary, multitheoretic, and cross-level approach to studying family firm internationalization. We conclude that family firm internationalization research has the potential to contribute valuable insights to IB scholarship by increasing attention to conceptual and methodological issues, including micro-level affective motivations, background social institutions, temporal perspectives, and multilevel analyses.

In this editorial for the Special Issue on International Entrepreneurship, we interrelate key concepts about the pursuit of opportunities from the entrepreneurship and international business literatures. In doing so, we consider the assessment of opportunities as an individual-level cognitive activity, the construction of opportunity as a firm-level innovative activity and the shaping of opportunity as an institutional-level structuring activity. We then extend the discussion to explore the notion of a distributed, global ecosystem of opportunities and opportunity seekers, which we believe may provide a platform for valuable future research.

PurposeDuring the last two decades, studies on the theoretical models in the area of international business (IB), such as gradual internationalization and the born-global firms, have gained the attention of researchers. The purpose of this paper is to critically review the studies on the process of internationalization (Gradual Internationalization vs Born-Global/International new venture models) to identify the research gaps in this area and to prepare a future research agenda.Design/methodology/approachSystematic literature review method was employed for this review. The authors highlight the findings from prior studies, compare and contrast salient characteristics and features, based on the articles published in journals with an impact factor score of at least 1.0, and provide directions for research.FindingsThe authors find that there are several areas that were under-explored in prior research. There is a great potential for theoretical extension and theory development in this field as it covers the tenets of four subjects: IB, marketing, strategic management and entrepreneurship.Originality/valueThere is no comprehensive/integrated review exploring the methods/variables and constructs used in prior studies integrating gradual internationalization/born-global models based on all the articles published in well-regarded academic journals. This review seeks to provide deeper insights, which help us to contribute toward the development of this research field.

The current study explored high-quality institutional internationalization for promoting sustainable development of higher education in China, from stakeholders’ perspectives. We assessed students’ and faculty members’ satisfaction regarding factors involved in the internationalization of higher education institutions. We recruited 498 students (undergraduate students and graduate students) and 209 faculty members (research track and administration track) and assessed their satisfaction with institutional internationalization initiatives in multiple dimensions, including international courses, research, cooperation and services. The results revealed that student satisfaction with institutional internationalization was influenced by four factors: international faculty resources, international curriculum, international services, and international campus. Of these factors, international faculty resources had the greatest influence, and international campus had the least influence. Teachers’ satisfaction was influenced by international services, international research, and international cooperation, of which international services had the greatest influence and international cooperation had the least influence. Based on the current results, we suggest that national and local government should promote institutional internationalization in the post-epidemic era, and that Chinese-foreign academic cooperation should be enhanced for both students and faculty members.

Knight and Cavusgil's journal of International Business Studies Decade Awardwinning article offers numerous contributions to international business research. As one example, it advances cross-disciplinary conversation about entrepreneurial internationalization. A critical review of their study reveals, however, that certain findings require reinterpretation. This commentary does so, discussing the resultant implications and the question of when it is (in)appropriate to use the term \"born global\". Parts of Knight and Cavusgil are then used as a foundation to identify research questions at the level of the firm. Finally, points from Cavusgil and Knight's retrospective are used to argue that we need greater understanding of the individual(s) that are central to the firm's internationalization behaviour. Suggestions for research are made by drawing on concepts and theory from the entrepreneurship, innovation and psychology literatures.

The prevalent view among family-firm internationalization scholars is that family management discourages internationalization. This is because selling abroad is said to require more specialized managers and more resources than selling at home, and yet family firms are unwilling to recruit non-family managers with the required international skills and to dilute their control to obtain the necessary finance. We hypothesize that this argument overlooks the possibility that managers of family-managed SMEs choose business models that both minimize the above-mentioned limitations and leverage the strengths of family governance. Specifically, we argue that selling quality products in global niches allows family-managed SMEs to internationalize without the cosmopolitan managers and the high financial investments required for selling mass-market products abroad; at the same time a global niche business model requires the long time horizon and the high level of social capital that family governance can provide. Modeling a firm’s foreign sales through a gravity model, we test this hypothesis on a large sample of SMEs from four European Union countries. We find that family-managed SMEs have fewer foreign sales than other type of SMEs, but that the difference is partially bridged if family-managed SMEs have adopted a global niche business model.

Although firms' tendencies to re-enter international operations after exiting from initial internationalization are relatively high, re-internationalization has not received much attention in extant literature. It is vital for managers of de-internationalized firms to understand what aids successful re-internationalization, which prompted us to study the relevance of learning and experiences gained from initial internationalization stages on subsequent strategies when firms re-internationalize. Results from surveying senior managers amongst re-internationalized Indian firms indicated that firms tend to opt for more focused strategies in their choice of products, customer segments, and geographies during re-internationalization than during the initial internationalization period. The findings suggest managers should not be disenchanted from the initial failed internationalization attempts as the learning from the initial internationalization are much helpful when firms re-internationalize. Managers should invest in knowledge management systems to efficiently use such learning to implement more focused strategies leading to successful reinternationalization. The study also has meaningful research and policy implications.