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Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance

Paul Jones Orcid Logo, Suhail Mohammad Ghouse Orcid Logo, Glauco De Vita Orcid Logo, Paul Jones, Ahmad Arslan Orcid Logo

Journal of Small Business and Enterprise Development, Pages: 1 - 27

Swansea University Author: Paul Jones Orcid Logo

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DOI (Published version): 10.1108/jsbed-02-2026-0186

Abstract

This study examines how low-technology entrepreneurial ventures internationalise within buyer-driven global value chains characterised by governance asymmetry. It develops a governance-conditioned explanation of how dynamic capabilities are enacted in resource-constrained contexts.The study adopts a...

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Published in: Journal of Small Business and Enterprise Development
ISSN: 1462-6004 1758-7840
Published: Emerald 2026
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URI: https://cronfa.swan.ac.uk/Record/cronfa71749
first_indexed 2026-04-16T11:27:07Z
last_indexed 2026-04-17T06:40:17Z
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spelling 2026-04-16T12:30:33.1499011 v2 71749 2026-04-16 Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance 21e2660aaa102fe36fc981880dd9e082 0000-0003-0417-9143 Paul Jones Paul Jones true false 2026-04-16 CBAE This study examines how low-technology entrepreneurial ventures internationalise within buyer-driven global value chains characterised by governance asymmetry. It develops a governance-conditioned explanation of how dynamic capabilities are enacted in resource-constrained contexts.The study adopts a qualitative multiple-case design based on twelve exporting entrepreneurial ventures (SMEs) located in India's Moradabad handicraft cluster. Data were collected through semi-structured interviews, site observations, and documentary analysis and analysed using an abductive, process-oriented approach. The findings show that sensing, seizing and transforming are enacted through externally structured scaffolding rather than purely internal orchestration. Lead buyers, buying agencies, trade fairs, and compliance regimes filter market signals, codify standards and condition adaptive routines. Externally scaffolded capability enactment produces divergent trajectories: under diversified governance configurations, it enhances adaptive capacity and export continuity; under concentrated buyer power and exclusivity, it reinforces relational dependence and capability lock-in. Importantly, capability development may occur without a corresponding increase in strategic autonomy, revealing a governance-conditioned form of adaptation in which learning and dependence co-exist. The study introduces the concept of externally scaffolded dynamic capabilities and integrates dynamic capabilities theory with global value chain governance. It advances a governance-conditioned account of entrepreneurial venture internationalisation in low-technology, buyer-driven contexts and challenges firm-centric interpretations of capability development. Journal Article Journal of Small Business and Enterprise Development 1 27 Emerald 1462-6004 1758-7840 Dynamic capabilities, International entrepreneurship, Emerging markets, Entrepreneurial ventures 15 4 2026 2026-04-15 10.1108/jsbed-02-2026-0186 https://doi.org/10.1108/jsbed-02-2026-0186 COLLEGE NANME Management School COLLEGE CODE CBAE Swansea University Another institution paid the OA fee 2026-04-16T12:30:33.1499011 2026-04-16T12:18:02.1704382 School of Management Operations Management and Entrepreneurship Paul Jones 0000-0003-0417-9143 1 Suhail Mohammad Ghouse 0000-0002-7684-933x 2 Glauco De Vita 0000-0001-6679-9474 3 Paul Jones 4 Ahmad Arslan 0000-0001-6530-8397 5
title Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance
spellingShingle Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance
Paul Jones
title_short Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance
title_full Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance
title_fullStr Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance
title_full_unstemmed Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance
title_sort Externally scaffolded dynamic capabilities: entrepreneurial venture internationalisation under asymmetric network governance
author_id_str_mv 21e2660aaa102fe36fc981880dd9e082
author_id_fullname_str_mv 21e2660aaa102fe36fc981880dd9e082_***_Paul Jones
author Paul Jones
author2 Paul Jones
Suhail Mohammad Ghouse
Glauco De Vita
Paul Jones
Ahmad Arslan
format Journal article
container_title Journal of Small Business and Enterprise Development
container_start_page 1
publishDate 2026
institution Swansea University
issn 1462-6004
1758-7840
doi_str_mv 10.1108/jsbed-02-2026-0186
publisher Emerald
college_str School of Management
hierarchytype
hierarchy_top_id schoolofmanagement
hierarchy_top_title School of Management
hierarchy_parent_id schoolofmanagement
hierarchy_parent_title School of Management
department_str Operations Management and Entrepreneurship{{{_:::_}}}School of Management{{{_:::_}}}Operations Management and Entrepreneurship
url https://doi.org/10.1108/jsbed-02-2026-0186
document_store_str 0
active_str 0
description This study examines how low-technology entrepreneurial ventures internationalise within buyer-driven global value chains characterised by governance asymmetry. It develops a governance-conditioned explanation of how dynamic capabilities are enacted in resource-constrained contexts.The study adopts a qualitative multiple-case design based on twelve exporting entrepreneurial ventures (SMEs) located in India's Moradabad handicraft cluster. Data were collected through semi-structured interviews, site observations, and documentary analysis and analysed using an abductive, process-oriented approach. The findings show that sensing, seizing and transforming are enacted through externally structured scaffolding rather than purely internal orchestration. Lead buyers, buying agencies, trade fairs, and compliance regimes filter market signals, codify standards and condition adaptive routines. Externally scaffolded capability enactment produces divergent trajectories: under diversified governance configurations, it enhances adaptive capacity and export continuity; under concentrated buyer power and exclusivity, it reinforces relational dependence and capability lock-in. Importantly, capability development may occur without a corresponding increase in strategic autonomy, revealing a governance-conditioned form of adaptation in which learning and dependence co-exist. The study introduces the concept of externally scaffolded dynamic capabilities and integrates dynamic capabilities theory with global value chain governance. It advances a governance-conditioned account of entrepreneurial venture internationalisation in low-technology, buyer-driven contexts and challenges firm-centric interpretations of capability development.
published_date 2026-04-15T07:40:17Z
_version_ 1862698813137879040
score 11.102359

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