A growing body of research suggests that new ventures (companies less than 6 years old) have advantages over established firms in terms of learning when internationalizing their operations. Yet, the concept of “learning advantages of newness” appears to be at odds with some central concepts in the organizational learning literature, probably because it is grounded in several assumptions that are open to debate. In this paper, we attempt to reconcile this incongruity by identifying the underlying assumptions of this concept, reconceptualizing the notion of learning advantages of newness, and showing that these advantages are contingent on several environmental, organizational, and strategic variables.
- Learning advantages of newness
- New venture internationalization
- Organizational learning