This study explores how human capital is inherently related to the early stage survival and competitive sustenance of born global firms. Based on longitudinal in-depth case studies of five knowledge-intensive service born global firms from India, this study suggests that differences in entrepreneurial human capital influence the acquisition of external human capital, pace of learning and innovations in born global firms and, consequently, their early stage survival and sustained growth. Thus, this study contributes to the ongoing research on born global firms. Moreover, this study suggests that human capital-based capabilities and their interaction increase internationalisation and minimise the risk of failure in born global firms.

Purpose - The aim of this paper to examine the mechanism through which the capabilities related to internationalization emerge and are acquired as firms internationalize.

Design/methodology/approach - This study draws on existing literature on born global firms and dynamic capabilities to develop a tentative framework and then use that to examine a longitudinal case study of an Indian firm operating within knowledge-intensive services industry. We probe into the role played by these capabilities in the survival and sustained international growth of born global firms.

Findings - The study establishes a link between firm’s ability to develop such capabilities for global service delivery and its growth and survival. It is suggested that dynamic capabilities emerge as the result of a mix of experiential and deliberate learning processes, being in a constant change in rhythm with changes in domestic as well as in international business environments.

Research limitations/implications - This study is based on a single case study from knowledge-intensive service industry in India with its own particular characteristics. Thus, the findings of this study may not be generalised across other emerging markets or industry.

Practical implications - Entrepreneurs and managers of new ventures can benefit from this study, as this study helps them develop a deeper understanding of the different capability requirements for successful internationalisation.

Originality/value - This study contributed to the existing literature on capability evolution in born global firms.

Purpose: The aim of this study is to examine how knowledge-intensive born global firms operating in international markets develop and maintain long-term relationships with their customers that insure their continued growth beyond the initial stage of internationalization.

Methodology/approach: the study adopts a case study approach, focusing on two Indian born-global firms operating with the knowledge-based services sector.

Findings: The study shows that getting to know the customer intimately helps firms to retain customers over long periods of time. Customer-relationship management strategy is in line with the entrepreneurial orientation of the firms under consideration.

Research implications: This paper contributes to scholarly discussion on the internationalisation success of born global firms by integrating insights from international entrepreneurial orientation and the marketing relationship literatures.

Practical implications: The paper presents practical implications for international new venture managers.

Originality/value of paper: The paper advances our understanding of the competitive sustenance of born global firms.

This study aims to examine the effects of human capital loss on relationships with clients in knowledge-intensive born global firms, and explain how firms address the challenges resulting from employee attrition. In so doing, this study applies a dynamic capability-based approach and suggests ways of minimising customers’ concern about attrition. Relationship transparency is assumed to be a crucial factor for sustaining long-term relationships with customers and reaffirming service firms’ ability to accomplish their commitment and client projects satisfactorily. The findings of this study suggest that development of knowledge retention and sharing capabilities enhances the transparency and reduces the relationship uncertainties resulting from human capital loss. In illustrating the theoretical assumption, the study draws on material derived from four case studies of Indian knowledge-intensive service firms. The findings contribute to the literature on business-to-business relationship marketing, and born global.