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How do entrepreneurs learn from failure, and how is this reflected in the internationalisation of their ventures? This study proposes that non-linear internationalisation and experiential learning are tightly intertwined processes in entrepreneurial firms. The reciprocal transfer, analysis and internalisation of experiential knowledge result in a cyclical process wherein internationalisation and learning continuously feed each other. In this process, failures trigger the need to learn and thus fuel the process. This research also highlights the role of the entrepreneur as an important gatekeeper of experiential learning. The entrepreneur's ability to absorb, digest and transfer the experiential knowledge within an organisation promotes the positive impacts of learning from failure. We further emphasise that entrepreneurs themselves do not have to experience failure; failures experienced by a peer, a firm in the same field or a fellow entrepreneur can be a source for long-term learning.

1 Introduction Our interest in this editorial is internationalization processes. We see it as axiomatic that time is elemental to process. Hence, we labelled our Focused Issue ABOUT TIME: PUTTING [...]

Abstract This paper extends current understanding on international growth process of born global firms from the perspective of strategic decision-making. The data were collected from three software companies in Finland, [...]

By conducting a qualitative single case study, we have depicted in this study a suspected case of international money laundering in Finland, and described its consequences in terms of policy changes. The case allowed us to investigate how new anti-money laundering policies emerge over time and thus advance knowledge relevant to formulating effective international business policies. Building on institutional heterogeneity and the co-evolutionary nature of change, we have proposed a new framework depicting emerging international compliance in order to promote understanding of this complex, yet dynamic phenomenon. The literature repeatedly highlights the role of formal policies in mitigating international money laundering, however, we have paid additional attention to unethical business practices and the moral aspect recognised to be important in terms of curbing the problem. This is particularly relevant for MNCs, as they can aid institutional change internationally by spreading ‘company best practices’. We also present the managerial and policy implications of solving moral problems related to money laundering from the perspective of governments, society and organisations.

ABSTRACTOur knowledge concerning the link between internationalization and business model innovation remains limited. This study investigates the change in small and medium-sized enterprises (SMEs) searching for organizational resilience. It particularly focuses on discovering how SMEs innovate their business models when seeking organisational resilience through international growth.In order to answer this research question, we conducted a multiple-case study of three Finnish SMEs. The critical sources of resilience were digitalization, strategic collaboration, customer intimacy, agile use of resources/expertise, and an improved revenue model. For all the case firms, significant business model innovation was required for resilient international growth. Based on the study findings, a new concept is proposed for future research: SME international resilience.

A study was conducted to introduce the concept of strategic orientations into the literature on born globals. The study also responds to complaints concerning the lack of empirical research in the field. Findings show that strategic orientations are related to a company's international performance.

Abstract * The paper considers the use of mixed methods in international business research by reviewing empirical studies in four major journals. A total of 484 articles were reviewed, 68 [...]

This study explores how collective international opportunity recognition emerges and evolves over time. We investigate the role of mental images and sensemaking in such a process among a group of Finnish maritime sector SMEs. We propose that collective international opportunity recognition builds on encountered events, individual sensemaking and inter-firm sensemaking. Critical events trigger sensemaking which is based on managers' mental images of the opportunity context. Sensemaking emerges at the individual-level as auspicious or ominous sensemaking, and at the inter-firm-level as collective or fragmented sensemaking. Auspicious, collective sensemaking supports continued collective international opportunity recognition and the joint internationalisation of SMEs. Managers' mental images evolve with sensemaking, which together with new events affects the recognition of joint internationalisation opportunities in the future.

This paper examines the challenges involved in creating a market for radical innovations. We argue that a proactive market orientation is a necessary but not sufficient precondition for successful market creation in the Information and Communications Technology (ICT) industry. Using data from three company cases, we point out some important but often ignored challenges in this highly dynamic context. Our results also highlight the importance of market-entry timing. Furthermore, markets seem increasingly to be created by members of networks, not by a single small company. We conclude the paper by offering some managerial implications and suggestions for future research.