Traditionally, the theories on international expansion of a firm have assumed that similar companies
follow unique patterns of behaviour. However, reality shows companies as interpreters of organizational
growth opportunities that carry out heterogeneous actions when they become internationalized. This
research, through an investigation of a case study, aims at understanding the experience of the managers
of a SME in the technological sector of Argentina; who took the decision of becoming internationalized
without following a pattern. In order to perceive the singularity that characterizes it, and through the
managers’ discourse analysis, we can reach a better understanding on how they build their organizational
world, which becomes convincing, reliable and meaningful for all of them.
