Key points are not available for this paper at this time.
Purpose The purpose of this paper is to provide comparative data from a two‐country study; specifically, into the internationalisation strategies of Canadian and UK high‐tech small and medium‐sized enterprises. Design/methodology/approach The methodology employed involves 24 in‐depth interviews, 12 in each country. Findings These suggest that the differences between the firms in the two countries were limited; more similarities were identifiable. Specifically, strategy formation is not as systematic as some previous studies, notably those that focus on the “stage” models, suggest. Entrepreneurs and management teams recognise and exploit opportunities in different ways, ranging from planned strategy formation through to opportunistic behaviour; as such, no single theory could fully explain international entrepreneurial decisions. Research limitations/implications The implication of the findings is to offer support to the literature that has suggested a more holistic view should be undertaken in international entrepreneurship research. Originality/value The main aspect of originality outside of the comparative data involves accounting for the role of serendipity in unplanned overseas market ventures, an issue lacking in much of the earlier literature.
Spence et al. (Fri,) studied this question.