Document Type

Article

Publication Date

2014

Publication Title

Journal of Business Venturing

First Page

377

Last Page

391

DOI

http://dx.doi.org/10.1016/j.jbusvent.2013.05.004

Abstract

While the importance of strategic alliances for new venture internationalization is well acknowledged, the effect of domestic partners remains less understood. Building on organizational learning theory's vicarious learning arguments, we suggest that internationally experienced domestic partners positively influence new ventures' international intensity. Moreover, acknowledging that ventures may have multiple learning sources, we argue that the effect is more pronounced when substituting for the lack of new ventures' top management teams' international experience, or when complementing the insights about foreign markets received from foreign alliance partners. The analysis of 194 publicly held new ventures largely supports our hypotheses.

Rights

This is a post-print version of an article originally published in Journal of Business Venturing, 2014, Volume 29, Issue 3.

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The version of record is available through: Elsevier.

Notes

Article embargoed until 5/2017 in compliance with publisher policies.