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Managerial behavior and the operating philosophy of the firm's executive level characterize entrepreneurial orientation, enabling entry into new markets. Three dimensions most frequently used to describe entrepreneurial orientation are innovativeness, proactiveness, and risk-taking. Most of the earlier research on entrepreneurial orientation aggregates its features into a single construct to examine its impact on the company's performance. In this study, the dimensions of the entrepreneurial orientation were deconstructed and then the causal mechanisms that jointly influence international performance have been examined. By drawing on the resource-based view of the firm and strategic behavior theory, the study identifies multiple paths of complex causal recipes that can lead to international performance. The study uses fuzzy-set qualitative comparative analysis (fsQCA), a technique that provides a holistic view of the examined interrelationships, compared to traditional net effect approaches that assume symmetric and linear relationships among variables. The results reveal multiple configurations to high international performance. The derived pathways suggest that innovativeness, proactiveness, risk-taking, strategic competence, and technology acquisition can contribute either positively or negatively to international performance depending on the combination of simple conditions that occur in any given recipe. FsQCA shows new patterns in the data set, except for the obvious net effects of regression-based techniques, and thus provides information that is more valuable for managers and researchers. [ABSTRACT FROM AUTHOR]