International Entrepreneurship

Introduction<BR>PART I: THEORETICAL FOUNDATIONS OF INTERNATIONAL ENTREPRENEURSHIP<BR>1.1 International Entrepreneurship And International Entrepreneurial Organizations<BR>1.2. Entrepreneurial Orientation And International Entrepreneurial Orientation<BR>1.3. International Opportunities, Risk And Uncertainty<BR>1.4. International Entrepreneurial Organizations (Ieos)<BR>1.5. Antecedents And Factors Affecting International Entrepreneurial Organizations<BR>1.5.1 Environmental And Country-Specific Factors<BR>1.5.2 Industry/Business-Specific Factors<BR>1.5.3 Firm-Specific Factors<BR>1.5.4 Personal (Entrepreneur/Manager)-Specific Drivers<BR>1.6 Foundations Of International Entrepreneurship: From Personal To Organisational, From Static To Dynamic Variables<BR>1.7 Ieos In The Realm Of Uncertainty<BR>A1. Key Drivers Of International Entrepreneurship<BR>PART II: THEORETICAL FOUNDATIONS OF INTERNATIONAL ENTREPRENEURSHIP: INTERNATIONAL BUSINESS STUDIES<BR>2.1 Economic Decision-Based Approaches To Internationalization<BR>2.1.1 Hymer's Approach<BR>2.1.2 The International Product Life Cycle (Vernon)<BR>2.1.3 Product Life Cycle. A Modified Version<BR>2.1.4 The Internalization And Transaction Cost Approaches<BR>2.1.5 The Eclectic Paradigm (Dunning)<BR>2.2 Behavioural And Evolutionary Approaches To Internationalization<BR>2.2.1 The Uppsala Model<BR>2.2.2 The Uppsala Model Revisited<BR>2.2.3 The Innovation Model<BR>2.2.4 The Network Model<BR>2.2.5 The Knowledge-Based View<BR>2.3 Institutional Theory And The Institution-Based View In International Business Studies<BR>2.4 Outward, Inward, De And Re—Internationalisation: The Complex Dynamics Of Global Value Chains<BR>2.5 Non-Linear Internationalization Processes<BR>2.6 The Contribution Of International Business Theories And Models To International Entrepreneurship<BR>PART III: THEORETICAL FOUNDATIONS OF INTERNATIONAL ENTREPRENEURSHIP: ENTREPRENEURSHIP STUDIES<BR>3.1 Entrepreneurship In Classical And Neo-Classical Economic Literature<BR>3.2 The Entrepreneur According To The Austrian School<BR>3.3 Uncertainty And Creativity<BR>3.4 Entrepreneurship And Entrepreneurs<BR>3.5 Entrepreneurial Orientation In Organisations<BR>3.6 The Contribution Of Entrepreneurship Theories And Models To International Entrepreneurship<BR>PART IV: THEORETICAL FOUNDATIONS OF INTERNATIONAL ENTREPRENEURSHIP: STRATEGIC MANAGEMENT STUDIES<BR>4.1 The Resource-Based View<BR>4.2. Competences And Capabilities: An Ongoing Debate<BR>4.3 Dynamic Capabilities<BR>4.4 Strategic Entrepreneurship<BR>4.5 Networking Approaches: A Link Between Strategic Management, International Business And Organisational Studies<BR>4.6 The Contribution Of Strategic Management Studies To International Entrepreneurship<BR>PART V: INTERNATIONAL ENTREPRENEURSHIP: FROM PARENT DISCIPLINES TO DEVELOPING ITS WAY<BR>5.1 Framing International Entrepreneurship<BR>5.2 The Context Of Entrepreneurial Decisions: The Role Of Uncertainty<BR>5.3 The Decision Makers And Their System OfTies<BR>5.4 The International Entrepreneurial Organisation: Its Relationship With Time And Space<BR>5.5 International Entrepreneurship, Firm's Capabilities And Learning Processes<BR>5.6 Opportunity Exploration And Exploitation In IEOS<BR>5.7 IEOS And Dynamic Capabilities<BR>5.7.1 Processes<BR>5.7.2 Position: The Role Of Location Factors<BR>5.7.3 Position: The Role Of Niche Orientation<BR>5.7.4 Paths<BR>5.7.5 International Performance<BR>5.8 A Synthesis<BR>Conclusion<BR>References<BR>