This paper focuses on proactive international strategies of smalland medium-sized enterprises (SMEs)1 in the cluster context. SMEs are considered to be the core of the industrial agglomeration since they form a critical mass of its entities. Their participation in internationalisation processes takes both reactive and proactive forms. A majority of SMEs are reactive participants of the value chains of large firms as cluster leaders. However, recent technological changes, as well as requirements of flexibility and speed to market, make the smaller scale of international operations feasible and effective (Agostino, Giunta, Nugent, Scalera, & Trivieri, 2015; Aslesen & Harirchi, 2015; Massini, Perm-Ajchariyawong, & Lewin, 2010; Cusmano, Mancusi & Morrison, 2010). Consequently, the role of SMEs as active players forming international linkages has increased (Coviello, 2006; Fernhaber, McDougall, & Oviatt, 2007; McDougall, Shane, & Oviatt, 1994). This smaller but increasing population of SMEs undertakes proactive international strategies as network focal companies and shapes the internationalisation path and development prospects of its source clusters (Aslesen & Harirchi, 2015; Biggiero, 2006; De Propris, Menghinello, & Sugden, 2008; Mazzanti, Montresor, & Pini, 2011). Inclusion into global value chains (GVCs) results in either upgrading or downgrading of clusters’ competitive positions and eventually in their decline or renewal and further growth. It is maintained that clusters can prevail only as kernels of knowledge within a range of their specialisation at the country level and in the global division of work (Biggiero, 2006; Sturgeon, 2003). The international strategies of small- and medium-sized enterprises are more embedded in their parent agglomerations than those of large firms. Scale and scope limitations of SMEs cause a necessary reliance on the resources of local networks. The result is a mutual dependence between the internationalisation path of the cluster as well as its further development prospects and the internationalisation strategies of individual SMEs. The current paper asserts that this mutual dependence requires SMEs to embrace competitive strategies that combine two objectives. Namely, they need to protect and develop the core competencies embedded in cluster networks, and to build international networks in order to avoid the lock-in that prevents access to external tangible and intangible resources. The aim of this paper is to identify and evaluate the options of cluster SMEs’ proactive competitive strategies in the international arena according to their feasibility and effectiveness. The feasibility of adopting a specific strategy means the suitability for this group of companies, considering their characteristics. The evaluation of effectiveness was performed according to the objectives of avoiding lock-in and of protecting and developing cluster core competencies. This paper contributes by synthesising and evaluating a comprehensive range of SME-strategic options and by proposing the proactive competitive strategies of cluster SMEs in the international arena that are both feasible and effective. In doing so, it addresses the research gap in current literature on SME internationalisation, with a focus on the specificity of cluster SMEs. Regarding the research on SME internationalisation, this paper addresses the deficiency of the evaluation of SME-strategic options in this process.