Typology for strategizing in international new ventures

A startup’s decision to become an international new venture is a strategic one. The emergent and dynamic nature of new venture strategy has been broadly discussed and examined. This strategizing process demands a significant amount of entrepreneurial resources, and failure bears a high cost. Nevertheless, being an international new venture is only one facet out of several to consider when forming a new venture’s strategy. Several typologies have been suggested to better understand the diverse nature of new venture strategy, each of which attempts to map potential strategy alternatives and their linkage to the new venture’s road map, performance, and success. Building on contemporary strategy thinking, we conceptually outline seven dimensions forming a suggested typology of new venture strategy, which covers the critical aspects of international venturing.