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.
Bibliographical noteFunding Information:
We thank Mike Peng, Kai-yu Hsieh, John Francis, Karen Ehrhart, Amy Randel, Lynn Shore, Martina Musteen, and Harry J. Sapienza for their comments on the earlier drafts of this paper. We acknowledge the contributions of R. Isil Yavuz to the earlier drafts of this paper, an earlier version of which was presented in the Academy of International Business Annual Conference. Congcong Zheng acknowledges a grant from the Lavin Entrepreneurship Center of San Diego State University, which has made this research possible.
© 2017, Springer Science+Business Media New York.
- Learning advantages of newness
- New venture internationalization
- Organizational learning