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The purpose of this article is to develop a conceptual framework clarifying how firms behaviourally venture or risk through entrepreneurial innovation (EI), in the ‘contexts’ of globalisation, society, innovation users or public perceptions; we methodologically coined these ‘contexts’ as ‘4-GSIP variables’ and applied them in that order. We then examined EI literature and built on variants of its theoretical insights to describe conceptual frameworks of how innovation focus firms behaviourally deal with the contextual implications of the variables. Our frameworks also show how firms contextually and behaviourally venture through EI in line with the variables. Findings indicate that firms’ EI behaviour varies or differs across contexts (the variables) yet shared to an extent. Also, firms’ innovation behaviour is shaped by its external environment (the variables). We concluded that firms behaviourally risk through innovation by collaborating with the external variables to ensure responsible or sustainable innovations.

The paper aims to examine the role of networks in the resource acquisition of Pakistani born-global firms, and the strength of ties that entrepreneurs use during critical stages of the early internationalisation. The paper adopted both semi-structured interviews with a panel of experts and a collection of SMEs cases to explore whether findings from developed countries are applicable to small firms in developing countries and to give evidence of the born-global phenomenon in a developing country like Pakistan. The findings of our studies reveal that Pakistani SMEs, in their quest to become born-global firms, also use their networks to overcome the constraints related to rapid internationalisation. Since internationalisation of firms has different contexts in terms of access to foreign markets and opportunities recognition, entrepreneurs and businesses should become more cognisant of the opportunities that these potential markets create and look to generate wealth for these niches through social innovation.

Purpose: The purpose of this paper is to examine the relationship of business strategies with executive staffing of multinational companies (MNCs). Design/methodology/approach: Based on in-depth interviews conducted with top executives of 22 MNCs’, the authors identify important connections between international business strategies and staffing orientation. The authors used the qualitative research approach of building theory from interviews; thus, creating theoretical propositions from empirical evidence. Findings: The authors find that when the pressure for global integration is high, MNCs use more parent-country national (PCNs) (ethnocentric staffing) as against the use of host-country managers (HCNs) (polycentric staffing) when this pressure is low. Additionally, MNCs using a global strategy are more likely to use an ethnocentric staffing approach, those using a multi-domestic strategy use a polycentric approach and firms using transnational strategy adopt a mix of ethnocentric and polycentric approaches. Research limitations/implications: Although the authors derive theoretical patterns based on rich qualitative data, their sample is relatively small and comprises mostly of French MNCs. Generalizability to a broader context is limited. However, the authors’ findings have critical implications for future research. Practical implications: The authors’ findings provide critical managerial implications for MNCs in matching their HR strategies with business strategies. These are important for effective strategy implementation. Originality/value: Although MNC staffing orientations have been studied for a long time, their relationship to international business strategies is still not clearly understood. The authors contribute to the literature by investigating the relationship between MNCs’ business strategy types with staffing orientations.