Introduction

The factors that determine which companies are better equipped to achieve success in international markets has been widely acknowledged as a seminal research issue in both the international business and strategic management literatures (Leonidou et al. 2002; Chetty and Hamilton 1993), and it is particularly crucial in the present context of increasingly globalized and highly competitive markets. Extensive evidence exists of the positive efects both at the micro- and macroeconomic level of frms’ higher exports. An increase in aggregate exports creates several benefts to national economies, such as improvements in the balance of payments, an increase in employment, and enhanced competitiveness (Seringhaus and Botschen 1991; Kotabe and Czinkota 1992). As a consequence, most countries have created export promotion programs (EPPs) to motivate and assist companies in their internationalization process, providing them with information, fnancial aid, contacts, and export know-how (Freixanet 2012). Identifying the factors that make some companies more internationally successful is fundamental to improve EPPs targeting and make promotion systems more efective and efcient. An area that has attracted considerable attention is the role of the decision maker in a frm’s success in international markets. Several studies have tried to elucidate the factors that enable some individuals rather than others to recognize and exploit opportunities across borders, resulting in improved export performance for their frms (Cavusgil and Nevin 1981; Knight 2001; Manalova et al. 2002). A subset of studies in this area has focused on the antecedents and efects of the so-called manager’s global orientation (MGO), which refers to his/her positive attitude, vision, and commitment towards international business, and to his/her ability to adapt to diferent environments and cultures (Moen and Servais 2002; Nummela et al. 2004). These attitudinal and cognitive aspects derive from managers’ international experiences and knowledge (Acedo and Jones 2007). Previous studies have found that MGO is a prerequisite for the emergence of rapidly internationalizing frms (Harveston et al. 2000; Fletcher 2001; Townsend and Cairns 2003); that it increases the use of full-control foreign market entry modes (Nielsen and Nielsen 2011); and that it has a positive impact on international performance (Athanassiou and Nigh 2002; Dichtl et al. 1990; Gray 1997; Kyvik et al. 2013). As these early studies suggest, the link between MGO and frm export activity is a relevant and promising feld with important management and public policy implications. However, despite calls for further research, the literature in this area is surprisingly underdeveloped. Besides an evident paucity of recent studies, earlier research exhibits important limitations, such as the measurement of the efects of MGO basically through only one fnancial outcome (export volume/intensity), the measurement of MGO only through managers’ international experience, the neglect of long-term evolution, or the absence of any kind of industry analysis.