This article provides a reformulated definition of international entrepreneurship. Consistent with the new definition, a model is presented of how the speed of entrepreneurial internationalization is influenced by various forces. The model begins with an entrepreneurial opportunity and depicts the enabling forces of technology, the motivating forces of competition, the mediating perceptions of entrepreneurs, and the moderating forces of knowledge and networks that collectively determine the speed of internationalization.

Defining International Entrepreneurship and Modeling the Speed of Internationalization

Research on organizational knowledge transfer is burgeoning, and yet our understanding of its antecedents and consequences remains rather unclear. Although conceptual and qualitative reviews of the organizational knowledge transfer literature have emerged, no study has attempted to summarize previous quantitative empirical findings. As a first step towards that goal, we use meta-analytic techniques to examine how knowledge, organization and network level antecedents differentially impact organizational knowledge transfer. Additionally, we consolidate research on the relationship between knowledge transfer and its consequences. We also demonstrate how the intra- and inter-organizational context, the directionality of knowledge transfers, and measurement characteristics moderate the relationships studied. By aggregating and consolidating existing research, our study not only reveals new insights into the levers and outcomes of organizational knowledge transfer, but also provides meaningful directions for future research.

https://papers.ssrn.com/sol3/Delivery.cfm/joms_771.pdf?abstractid=1128718&mirid=1

Inter- and Intra-organizational knowledge transfer: a meta analytic review and assessment of its antecedents and consequences

Organizational knowledge creation is the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting it to an organization's knowledge system. In other words, what individuals come to know in their (work-)life benefits their colleagues and, eventually, the larger organization. The theory explaining this process — the organizational knowledge creation theory — has developed rapidly in academia and been broadly diffused in management practice over the last 15 years. This article reviews the theory's central elements and identifies the evolving paths taken by academic work that uses the theory as a point of departure. The article furthermore proposes areas in which future research can advance the theory of organizational knowledge creation.

Organizational Knowledge Creation Theory: Evolutionary Paths and Future Advances:

We argue that female representation in top management brings informational and social diversity benefits to the top management team, enriches the behaviors exhibited by managers throughout the firm, and motivates women in middle management. The result should be improved managerial task performance and thus better firm performance. We test our theory using 15 years of panel data on the top management teams of the S&P 1,500 firms. We find that female representation in top management improves firm performance but only to the extent that a firm's strategy is focused on innovation, in which context the informational and social benefits of gender diversity and the behaviors associated with women in management are likely to be especially important for managerial task performance. Copyright © 2012 John Wiley & Sons, Ltd.

/pdf/does-female-representation-in-top-management-improve-firm-3uk0j3ii89.pdf

Does female representation in top management improve firm performance? A panel data investigation

Following the dynamic capabilities perspective, we suggest that antecedents to innovation can be found at the individual, firm, and network levels. Thus, we challenge two assumptions common in prior research: (1) that significant variance exists at the focal level of analysis, whereas other levels of analysis are assumed to be homogeneous, and (2) that the focal level of analysis is independent from other levels of analysis. Accordingly, we advance a set of hypotheses to simultaneously assess the direct effects of antecedents at the individual, firm, and network levels on innovation output. We then investigate whether a firm's antecedents to innovation lie across different levels. To accomplish this, we propose two competing interaction hypotheses. We juxtapose the hypothesis that the individual-, firm-, and network-level antecedents to innovation are substitutes versus the proposition that these innovation mechanisms are complements. We test our multilevel theoretical model using an unusually comprehensive and detailed panel data set that documents the innovation attempts of global pharmaceutical companies within biotechnology over a 22-year time period (1980--2001). We find evidence that the antecedents to innovation lie across different levels of analysis and can have compensating or reinforcing effects on firm-level innovative output.

/pdf/building-dynamic-capabilities-innovation-driven-by-lv4m1sk4rh.pdf

Building Dynamic Capabilities: Innovation Driven by Individual-, Firm-, and Network-Level Effects

In this study, we explore seven in-depth cases of high-technology acquisitions and develop an empirically grounded model of technology and capability transfer during acquisition implementation. We assess how the nature of the acquired firms' knowledge-based resources, as well as multiple dimensions of acquisition implementation, have both independent and interactive effects on the successful appropriation of technologies and capabilities by the acquirer. Our inquiry contributes to the growing body of research examining the transfer of knowledge both between and within organizations. Propositions are developed to help guide further inquiry into the dynamics of acquisition implementation processes in general and, more specifically, the process of acquiring new technologies and capabilities from other firms.

https://www.jstor.org/stable/pdfplus/3085975.pdf

Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation

This study examines the transfer of local market knowledge within the diversified firm as its divisions expand into a new host country. Within the U.S.-based corporations in our sample, both the nature of local market knowledge itself and differences in organizational structures significantly influence the extent of internal knowledge transfer among divisions. The results suggest that as firms expand into new international markets, their organizational learning processes differ significantly.

https://www.jstor.org/stable/pdfplus/155662.pdf

Organizational Learning About New International Markets: Exploring the Internal Transfer of Local Market Knowledge

https://isiarticles.com/bundles/Article/pre/pdf/18378.pdf

Acquiring new knowledge - The role of retaining human capital in acquisitions of high-tech firms

Acquiring new technologies and capabilities: A grounded model of acquisition implementation

This study examines the impact of retaining key personnel from the acquired firm on the transfer of knowledge-based resources to the acquirer. Several variables are proposed to influence turnover. ...

Michael D. Lord

Papers

Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation

Organizational Learning About New International Markets: Exploring the Internal Transfer of Local Market Knowledge

Acquiring new knowledge - The role of retaining human capital in acquisitions of high-tech firms

Acquiring new technologies and capabilities: A grounded model of acquisition implementation

Acquiring Knowledge-Based Resources Through Retention of Human Capital: Evidence from High-Tech Acquisitions.