Edited by Nicole Coviello, Betty and Peter Sims Professor of Entrepreneurship and Professor of Marketing, Lazaridis School of Business and Economics, Wilfrid Laurier University, Canada and the late Helena Yli-Renko, formerly Orfalea Director's Chair in Entrepreneurship, Lloyd Greif Center for Entrepreneurial Studies, Marshall School of Business, University of Southern California, US

• Contents:1. INTRODUCTION2. INDIVIDUAL-LEVEL INFLUENCESAffect: Negative AffectAffect: Positive AffectAutonomyEffectiveness in Acquiring New InformationEffectiveness in Acquiring New ResourcesEntrepreneurial Self-EfficacyOpportunity Recognition AbilityPassion for DevelopingPassion for FoundingPassion for InventingPerceived PassionPerception of PreparednessPersonal Cultural OrientationPrior Knowledge of Customer ProblemsPrior Knowledge of MarketsPrior Knowledge of TechnologyPrior Knowledge of Ways to Serve MarketsSocial Competence: ExpressivenessSocial Competence: IngratiationSocial Competence: Self-PromotionSocial Competence: Social AdaptabilitySocial Competence: Social Perception3. FIRM- AND TEAM-LEVEL INFLUENCESBricolageCausationCentralizationCoordinationCross-Functional IntegrationDecentralizationEffectuationEffectuation vs. Causation: Acknowledge the Unexpected vs. Overcome the UnexpectedEffectuation vs. Causation: Affordable Loss vs. Expected ReturnsEffectuation vs. Causation: Means-Driven vs. Goal-DrivenEffectuation vs. Causation: Partnerships vs. Competitive Market AnalysisExposure to Foreign Market ParticularitiesFirm ResourcesImitabilityInnovation AmbidexterityKnowledge IntensityLeadership Style: ConsiderationLeadership Style: ParticipationOperational Flexibilities: Cognitive FlexibilityOperational Flexibilities: Political FlexibilityOperational Flexibilities: Relational FlexibilityOperational Flexibilities: Structural FlexibilityOrganizational Culture: AdhocracyOrganizational Culture: BureaucracyOrganizational Culture: ClanOrganizational Culture: MarketOrganizational InnovativenessProtectabilityReputationResource FlexibilityResources Available to the Export VentureScalabilityTeam CreativityTechnological DistinctivenessTechnology Scanning4. EXTERNAL ENVIRONMENTAL INFLUENCESCompetitive IntensityCompetitive TurbulenceEnvironmental CompetitivenessEnvironmental DynamismInstitutional ImpedimentsInstitutional Influences: Contract EnforcementInstitutional Influences: CorruptionInstitutional Influences: Cost of Business ClosingInstitutional Influences: Costs of TradeInstitutional Influences: Ease of HiringInstitutional Influences: Ease of Starting a BusinessInstitutional Influences: Economic SituationInstitutional Influences: InfrastructureInstitutional Influences: NeedInstitutional Influences: Social NormsInstitutional Influences: TaxesMarket DynamismMarket TurbulenceTechnological Turbulence5. RELATIONSHIPS, NETWORKS, AND SOCIAL CAPITALBehavioural UncertaintyCommitmentCommunication IntensityCooperative CompetencyCross-Functional Relationship ConflictCross-Functional Task ConflictCross-Functional TrustCustomer ParticipationCustomer ReputationInteraction with Foreign Market PlayersManagerial Network: Strength of Expressive TiesManagerial Network: Strength of Instrumental TiesNew Venture’s Commitment to SupplierNew Venture’s Power over SupplierPartner FitPartner OpportunismProcedural JusticeRelationship-Specific InvestmentSatisfaction (with Customer)Social Capital: Customer Network TiesSocial Capital: Identification-Based TrustSocial Capital: Relationship QualitySocial Capital: Shared ValuesSocial Capital: Social Interaction (v1)Social Capital: Social Interaction (v2)Social Ties: Direct TieSocial Ties: Indirect TieSocial Ties: Political TiesStrength of TiesTie StrengthTie Strength: Knowledge RedundancyTie Strength: Relational EmbeddednessWillingness of Support Firms to Cooperate6. ORGANIZATIONAL LEARNINGAlliance Learning ProcessCustomer Knowledge DevelopmentExploitative Market LearningExploratory Market LearningForeign Market KnowledgeKnowledge AcquisitionKnowledge IntegrationLearning EffectivenessLearning EfficiencyLearning Effort: DomesticLearning Effort: InternationalMarket Information AcquisitionMarket Information UseNew Process CreativityNew Product CreativityPerceived Business FamiliarityPerceived Institutional FamiliarityPrior Foreign Market AnalysisProcess-Based CreativityProcess Information AcquisitionProduct Information AcquisitionResource-Based Learning CapacitySpeed of Technological LearningTeam Information ExchangeTeam-Level Experiential Knowledge7. CAPABILITIESAbsorptive CapacityBilateral Communication CapabilitiesBilateral Investment CapabilitiesCompetence ExploitationCompetence ExplorationCoordination FlexibilityExport CapabilitiesFounding Team Marketing CapabilitiesFounding Team Market-Linking CapabilitiesFounding Team Service Design CapabilitiesGlobal Technological CompetenceIncremental Innovation CapabilityInformation and Communication Technology CapabilityInternational Business CompetenceKnowledge Capability UpgradingMarket Launch CapabilityMarketing Capabilities: Distribution CapabilityMarketing Capabilities (for Exporting): ArchitecturalMarketing Capabilities (for Exporting): SpecializedMarketing Capabilities: Marketing Communication CapabilityMarketing Capabilities: Pricing CapabilityMarketing Capabilities: Product Development CapabilityNetwork CapabilitiesNetwork Capability UpgradingNetworking CapabilityOverseas Market-Related Exploitative CapabilitiesOverseas Market-Related Explorative CapabilitiesProduct Development Exploitative CapabilitiesProduct Development Explorative CapabilitiesSensing Capability8. ORIENTATION AND STRATEGYAttitude to International MarketsCompetitive Strategy in Export MarketsCustomer Orientation: Emerging CustomersCustomer Orientation: Mainstream CustomersEntrepreneurial ManagementEntrepreneurial Strategic Posture (aka Entrepreneurial Orientation)Export Entrepreneurial-Oriented BehaviorExport Market OrientationExport Marketing Strategy: Distribution AdaptationExport Marketing Strategy: Pricing AdaptationExport Marketing Strategy: Product AdaptationExport Marketing Strategy: Promotion AdaptationGrowth by AcquisitionGrowth through PartnershipInternational Entrepreneurial CultureInternational Entrepreneurial OrientationInternational Entrepreneurial Proclivity: InnovativenessInternational Entrepreneurial Proclivity: Proactiveness International Entrepreneurial Proclivity: Risk Taking Learning Orientation Leveraging Foreign Distributor Competences Market Orientation (v1) Market Orientation (v2) Marketing Exploitation StrategiesMarketing Exploration StrategiesQuality FocusTechnological OrientationUnique Products Development9. PERFORMANCE AND INNOVATION OUTCOMESCompetitiveness during Firm Growth StageDisruptive InnovationExploitative InnovationExploratory InnovationExport Venture PerformanceEvaluation of Partner PerformanceFirm Performance (Perceived)Innovation Performance: IncrementalInnovation Performance: RadicalInnovation RadicalnessInnovation TypeNew Product Cost EfficiencyNew Product Development SpeedNew Product DifferentiationNew Product MeaningfulnessNew Product NoveltyNew Product PerformanceOutcome-Based CreativityPerformance: FinancialRadical InnovationIndex

'This handbook is novel. It brings together in a single volume, numerous measures (multi-item scales) on topics which scholars of international entrepreneurship will find very handy. Thus, it contributes in two ways - improved use of multi-item measures in quantitative research and enhanced focus towards interface disciplines. This volume is a must-have in every department where students (postgraduate and doctoral) conduct any form of research in the areas of international entrepreneurship, international business and entrepreneurship.'--Journal of Entrepreneurship'Developing valid and reliable measures is a minefield for most doctoral students and even experienced and accomplished scholars. The top-tier publication graveyard is littered with the ghosts of manuscripts and their authors tripped by poor construct measures. Coviello and Yli-Renko provide a ''toolkit'' of conceptually and empirically validated measures, their sources and from across a spectrum of disciplines and contexts to help you clear the minefield.'--Kwaku Atuahene-Gima, Nobel International Business School, Ghana