Introduction and Purpose: Knowledge-based companies (KBCs) play a crucial role in innovation, technological advancement, and economic growth in knowledge-driven economies. By transforming knowledge into high-value-added products and services, these firms contribute to productivity improvement, export diversification, and national competitiveness. In recent years, many governments have emphasized the development of knowledge-based ecosystems to strengthen economic resilience and technological independence. In Iran, the number of knowledge-based companies has increased significantly due to supportive national policies. Despite this growth, many of these firms face major obstacles when attempting to enter international markets. Structural challenges such as economic instability, limited access to global financial systems, export infrastructure limitations, and international sanctions have restricted their ability to expand globally. In addition, limited international experience, weak global branding, insufficient familiarity with foreign regulatory frameworks, and difficulties in accessing international distribution networks further complicate the internationalization process. Although several studies have examined internationalization strategies, limited research has focused on the internal organizational capabilities that enable knowledge-based companies to succeed in international markets, particularly in challenging economic environments. Therefore, the purpose of this study is to identify and prioritize the key internal factors that empower Iranian knowledge-based companies to successfully internationalize and sustain their presence in global markets.
Methodology: This research adopts a mixed-method design consisting of qualitative and quantitative phases. In the qualitative phase, semi-structured interviews were conducted with experts, including university faculty members, managers of internationalized knowledge-based companies, and policy specialists within the innovation ecosystem. Using purposive and snowball sampling, 34 interviews were conducted until data saturation was reached. The interview data were analyzed using inductive qualitative content analysis based on the framework of Elo and Kyngas with the support of MAXQDA2020 software. The analysis resulted in 91 open codes that were categorized into 38 conceptual factors representing key organizational capabilities related to internationalization. These factors covered strategic orientation, innovation management, market intelligence, digital capabilities, financial mechanisms, and network development. In the quantitative phase, the Fuzzy Delphi method was used to evaluate and prioritize these factors. A panel of 20 experts assessed the importance of each factor using a five-point linguistic scale represented by triangular fuzzy numbers. The results were analyzed through defuzzification and ranking procedures, with a threshold value of 0.70 used to determine factor acceptance. The reliability of the qualitative coding was confirmed using Holsti's coefficient (0.875), indicating strong agreement between coders.
Findings: The findings show that empowering knowledge-based companies for internationalization is a multidimensional process involving strategic, organizational, technological, and financial capabilities. Among the identified factors, "organizational transformation toward international market orientation" and "management of export-related financial resources and costs" received the highest rankings, highlighting the critical role of managerial mindset shift and financial resilience. Other highly prioritized factors include market knowledge development, technological trend analysis, product customization, professional branding, and digital marketing. Additionally, operational capabilities such as compliance with international standards, supply chain coordination, quality improvement, and risk management were confirmed as essential for global credibility and competitiveness. The results further emphasize the importance of digital platforms, intelligent logistics, and collaborative mechanisms like export consortia and joint investments, which help firms overcome structural barriers and reduce market entry risks. These findings indicate that successful internationalization requires a balanced integration of strategic vision, innovation capacity, financial agility, and network-based cooperation.
Discussion and Conclusion: The results indicate that successful internationalization requires an integrated set of organizational capabilities. Strategic transformation toward a global perspective is the foundation that enables firms to effectively utilize other resources such as innovation capacity, market knowledge, and digital marketing tools. Organizational learning and innovation capabilities help firms adapt their products to international market demands and respond to rapid technological changes. In addition, digital platforms, data-driven marketing, and online communication channels provide new opportunities for firms to overcome geographical and institutional barriers while reducing entry costs. Financial resilience and collaborative networks also play an important role in overcoming structural limitations. Mechanisms such as strategic partnerships, export consortia, technology alliances, and innovative financing methods can facilitate international market entry and reduce operational risks. Furthermore, strengthening human capital, developing internationally oriented managerial competencies, and fostering collaboration with research institutions and innovation networks can significantly enhance the global readiness of knowledge-based firms. Continuous capability development, knowledge sharing, and strategic learning from international experiences will further support sustainable export growth. Additionally, policymakers can support this process by designing targeted support programs, facilitating access to international markets, and strengthening innovation ecosystems. Such supportive policies can enhance the international competitiveness of knowledge-based firms and accelerate their integration into global value chains. Overall, empowering knowledge-based companies for internationalization requires a comprehensive and coordinated approach that integrates strategic orientation, organizational learning, technological innovation, digital transformation, and financial capability. The findings of this study provide practical insights for policymakers and managers seeking to strengthen the global competitiveness of knowledge-based firms and promote sustainable knowledge-based exports.