Theory posits that resource type and composition determine a firm's geographic scope.To date, few studies test this premise.This article compares resource profiles of internationalized and non-internationalized small firms, then examines the impact offive types of resources on their internationalization strategies.Results show that resource profiles drjfer between internationalized and non internationalized firms, and that social and financial resources are more important than human resources for small firms pursuing an internationalization strategy.For firms selling a greater variety of international products, achieved owner founder aaributes need to be strong.Small firm managers should build a solid social network and develop international competencies ifthey plan to internationalize.
Stored only when both papers are in the corpus — 69 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.