International businesses face highly complex environment as their operations spanmultiple national boundaries. When firmsinternationalize, the requirements ontheir skills and capabilities multiply. Being entrepreneurial is one among the nu-merous facets of a firm’s capabilities that is deemed to be essential. In fact, interna-tionalizing is already an entrepreneurial activity (Casson, 2000; Schumpeter, 1939;Simmonde & Smith, 1968) as engaging in business across international borders re-quires adaptation of otherwise usual practices as well as a certain amount of risktaking. Thus, entrepreneurship is of crucial importance to international perfor-mance and is actually becoming a necessity (Covin & Slevin, 1989; Lumpkin &Dess, 1996). Yet, research investigating this relationship is still scarce (Balabanis &Katsikea, 2003; Lampe et al., 2020) although those in the non-international settingsare ample (Barringer & Bluedorn, 1999; Colvin & Slevin, 1991; Zahra, 1991, 1993, toname just a few).Organizational learning has long been postulated to be an essential antecedentof performance with ample empirical evidence (Slater & Narver, 1995; Baker & Sin-kula, 1999). It is also among the most important factor in achieving a sustainablecompetitive advantage (Cohen & Levinthal, 1990; Kogut & Zander, 1992) as collectivelearning by employees is difficult to imitate so it is important to stimulate learningamong employees (de Geus, 1988, Sinkula et al., 1997; Hamel & Prahalad, 1994). Or-ganizational learning is regarded as particularly essential during international expan-sion due to the“liability of foreigness”whereby the company is unfamiliar with theforeign market, customers and environment (Zaheer, 1995).This study argues that both entrepreneurship and learning are important contrib-utors of firm performance for exporters and that both can and should co-exist to con-tribute to desirable outcomes. The rationale behind such proposition is that whenexporters seek opportunities abroad, they would need to learn about the new market.What works in their home country may not do so in the host countries, so substantialadaptation in terms of products, processes or systems will have to be done. Whencrossing national boundaries, they would also need to be adventurous and daring–in other words being entrepreneurial. Both of these are essential in ensuring success-ful performance in international markets. The aim of the current study is to investi-gate the relationship between entrepreneurship and organizational learning andtheir effects on export performance.