Strategy Orientations and the Performance Effect in International New Ventures

This paper examines how the strategy orientation for international new ventures (INV)affects business performance, measured by customer performance and financial performance, inthe context of Spanish firms, and whether this effect varies between the strategies. Design/methodology/approach: The study uses data collected by web survey in a sample surveyof a data set of 92 INV. The technique of confirmatory factor analysis is used to test themeasurement properties of the study constructs. Subsequently, a structural equation modelingprocedure is used to test the research hypothesis developed on the basis of the literature review. Findings: The results show that the strategy orientations have a positive and significant effect onperformance in INV in customer and financial performance. The study findings indicate that thestrategy that had higher effect in the performance is the MO. Research/practical implications: From a business practice perspective, this research suggestedthat INV managers may adopt multiple strategies to attract and retain customers in differentmarkets, and positive effect in performance. Originality/value: Although strategies are well explored in management literature with positiveeffect for companies, this study advances the domain of international entrepreneurship intoexploring the effect of multiple strategies to achievement of superior performance in theinternational new ventures.