Abstract
In this dissertation, I examine how digitally driven SMEs manage exploitation and exploration to enhance their international performance. I challenge the prevailing notion that SMEs often adopt defensive positions and are predominantly reactive in their market approaches.
The investigation is based on three empirical papers. In Paper 1 and Paper 2, I examine the roles of market-driven and market-driving orientations in driving the international performance of e-commerce SMEs. In Paper 3, I develop an in-depth understanding of how SMEs build and implement both types of market orientation during their early stages of development.
This research contributes to the market orientation literature by demonstrating that digitally driven SMEs can become market-driving, even when diversifying geographically. They can leverage digital technologies to devise datadriven marketing strategies that focus on creating unique customer experiences. Competitive advantages rooted in differentiated customer experiences allow SMEs to shift from primarily defensive strategies to proactive competitive positions. In addition, by showing the complementary relationship between market-driven and market-driving orientations, I argue that digitally driven SMEs can achieve ambidexterity by managing exploitation and exploration as embedded in their marketing practices.