Entrepreneurship Strategies Norbäck and Persson imply that some organizations 1are “born to be global firms,” like Google and Facebook. In another strategy, other businesses, however, promote themselves and their innovations to incumbent business organizations. These authors continue arguing that both strategies can benefit business organizations, which is dependent on the market. This paper is going to evaluate 4how Norback and Persson views align with Peng’s five entrepreneurial strategies. It will further assess whether the authors’ assertions5complement or contradict Peng’s strategies and the implications for small, upcoming innovative business organizations. The evaluation of whether Norbäck and Persson assertions about business organizations align with Peng’s five entrepreneurial strategies will be based on the gaining of understanding about 3Peng's entrepreneurial strategies. Peng’s five entrepreneurial strategies encompass growth, innovation, network, financing or governance, and harvest or exist (Peng). Regarding growth, entrepreneurs are excited about growing a new business organization, and this excitement propels entrepreneurs to establish businesses. The growth of business organizations is dependent on the utilization of resources and capabilities, through entrepreneurial drive, vision, and leadership (Peng). Entrepreneurs can also think about innovation strategies, whereby they differentiate in the market. Through innovation strategy, sustainable competitive advantages are generated. This concept can be attained through technological and organizational breakthroughs and innovations, where business entrepreneurs devise new methods of conducting business (Peng). Network involves the intentional construction and tapping into identified connections, relationships, and links that have been generated by individuals and business organizations (Peng). Networks also translate individual systems into organizational networks with value addition. Financing and governance of business organizations are imperative because it can determine the scope of success or failure of the firm in the market. The importance of funding and management cannot be neglected due to the variations in the way investors demand businesses to have better governance and financing (Peng). For example, there is the issue about collateral which is typically required by outside investors (Peng). Additionally, matters involving governance are importance due to the need for success after the inception of businesses. It can be observed that the initial years after a business’ establishment are important because of the risks involved. Firms can easily fail during the first few years after establishment. With good governance, therefore, it is possible for businesses to succeed during their important early years irrespective of firm size. The harvest and exit strategy is also important in determining how business organizations gain from the market. Firms can utilize various methods to raise capital with the aim of penetrating their identified markets. Companies can decide to sell equity stakes, sell the business, merge with other firms, or convert their businesses into public entities through initial public offering (IPS) (Peng). In business too, there is the issue of exiting from the market, whereby some firms may exit through bankruptcy declarations. Therefore, business organizations need to understand the most relevant strategy for their market penetration or exit. Whereas growth is a major factor in Peng’s entrepreneurial strategies, it does not appear to be a major factor where Norbäck and Persson are concerned. From their study, Norbäck and Persson (684) find that the continuing globalization process heightens the international entrepreneurship inceptive. Therefore, business entrepreneurs find it cheaper to exploit amiable entrepreneurial ideas internationally and they outline their objectives. It also appears that business organizations employ innovations as entrepreneurial strategies (Norbäck and Persson 685). Innovative strategies are rich varieties of differentiation strategies because of their capability to generate competitive advantages. The issue about innovations is also proposed by Norbäck and Persson (685) and how they lead to business success. It can be observed that innovations play a significant role by introducing new and efficient ideas and strategies to carrying out business objectives. Through innovations, business organizations manage to employ methods providing high competitive advantages than competitors. According to Norbäck and Persson (2014), innovations are paramount for international companies regarding market entry. Ignited by the globalization process, business entrepreneurs dedicate their investment to the formulation of concrete ways through which companies will penetrate international markets and succeed. However, it is worth conceptualizing that the innovation incentive decreases the exploitation cost and augments the sale innovation by amplifying the bidding competition over the sale invention (Norbäck and Persson 685). It is worth noting that new, small firms may find it challenging to survive in the market from a global approach perspective. The challenge is based on the observation that globalization is dedicated to the reduction of costs of business operations. The world market provides incentives that tend to promote and favor the success of international firms by eliminating major operational costs (Norbäck and Persson 684-685). Additionally, the global market remains dedicated to the abolishment of international trade barriers. The elimination of these barriers benefits consumers because the firms manage to introduce their products and services into the desired markets at reduced prices. Where international barriers exist, business entrepreneurs have to pay the stipulated levies before entry into the designed markets, which translates to added costs to the consumer. Thus, the elimination of global barriers benefits consumers by ensuring they receive the promoted products and services at affordable prices, while also ensuring that consumers can access the desired products and services being developed by the firms. However, new smaller businesses may be disadvantaged because they may not have similar resources to penetrate large markets. These small businesses may be disadvantaged because they may be forced to sell their products at higher prices than old and established companies. Additionally, it can be observed that the issues of financing and governance and harvest are critical in determining business success. Established firms have the necessary resources to formulate their management elements and their harvest elements through market entry strategies. However, small and new businesses may not be better placed to access quality financing and governance. Additionally, the new firms may not have the necessary resources to employ strategies such as mergers to penetrate their desired markets. Thus, the growth of new and small businesses can be hindered because of the limitations of resources and capabilities to network, inability to innovate and acquire the necessary governance approach to succeed. In conclusion, it can be perceived that Norbäck and Persson (2014) findings of businesses do not align, evenly, with Peng’s five entrepreneurial strategies. It appears that from an international perspective, other factors drive business success such as transnational agreements, whereby international barriers are eliminated. Such actions can impact heavily on the performance of a given business because they can affect essential elements such as pricing. When prices of market entry reduce, it is possible for the business enterprise to promote the products and services at reduced prices. Therefore, while 2Peng outlines the five entrepreneurial strategies as growth, innovation, network, financing or governance, and harvest or exist, it can be argued that 2Norbäck and Persson (2014) findings do not align with Peng’s strategies per se.