Purpose: The article discusses the pace of internationalization by empirically verifying the speed of internationalization of Polish international firms and identifying which pattern is more frequently used by international startups from Poland: born global or born regional.
Methodology: The article employs a quantitative approach. It builds on a sample of 355 international businesses from Poland (CATI survey).
Findings: By using t test, U test, and ANOVA, the analysis showed a correlation between the company’s international strategy as a planning instrument and the speed and scope of internationalization.
Research limitations/implications: Based on prior studies from other parts of the globe, we assume that among Polish companies the number of born regionals – i.e. businesses that are international from their inception – is growing, while their activity is mainly restricted to the European Union. Among Polish international firms, there are many born global. In the studied sample (selected randomly), the share of born globals was 61.5%, and global startups 43%, which is a very high rate. The results enable to adopt a hypothesis that the number of Polish-born regionals is relatively high in comparison with the traditional path and born globals.
Originality/value: The article describes one of the first studies to (i) capture the phenomenon of born regionals in Poland and (ii) enrich empirical studies on emerging markets such as Poland.
Purpose: Strategy determines the patterns of internationalization. The speed, scale, and scope of internationalization are important dimensions from the perspective of firms’ behaviors and activities. The aim of the article is to identify and verify the relationship between the international strategy and its impact on three dimensions of the studied phenomenon.
Methodology: The article uses a quantitative approach. The survey was conducted on a sample of 355 internationalized firms from Poland, varying in size.
Findings: The analysis with t test and U test (ANOVA) shows a correlation between a company’s international strategy as a planning instrument and the speed and scope of internationalization.
Research limitations/implications: While considering a firm’s development, especially its international growth, one should plan the activities related to entering into foreign markets. The results presented in this article are just a starting point for further analyses. In an attempt to eliminate its limitations, further research should focus on building a comprehensive model that includes the remaining components of international strategy and other categories that stimulate internationalization processes.
Originality: The originality of this article lies in three elements: (i) the article comprehensively captures the scale, scope, and speed of internationalization at the same time, (ii) the strategy is introduced as a determining factor of the scale, scope, and speed of internationalization, and (iii) the article enriches empirical studies about emerging markets such as Poland.