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The Importance of Endogenous Resources for Internationalization: Competitive Advantages in the Olive Groves of Southern Spain

Sustainability 2021, 13(17), 9614; https://0-doi-org.brum.beds.ac.uk/10.3390/su13179614

by Clara Martos-Martínez^*

and Marta Muñoz-Guarasa

Reviewer 1: Anonymous

Reviewer 2: Anonymous

Reviewer 3: Anonymous

Reviewer 4: Anonymous

Sustainability 2021, 13(17), 9614; https://0-doi-org.brum.beds.ac.uk/10.3390/su13179614

Submission received: 20 July 2021 / Revised: 19 August 2021 / Accepted: 20 August 2021 / Published: 26 August 2021

(This article belongs to the Collection Local Development Initiatives and Sustainable Employment Policies)

Round 1

Reviewer 1 Report

Dear authors,

My comments are mainly concern with the way work is presented and less with the contents, which I found well structured and with sound results.

Nevertheless, I would like to see them considered in a final version of the manuscript.

#1
Abstract

In different parts of the abstract, the future mode is used: “Thus, we will analyze four cases ..." (line 12); "We will make an in-depth study..." (line 15); "... we will use a data sheet ..." (lines 17-18); "... we will propose..." (line 20). These sentences should be presented in the past mode and not in the future mode, because the abstract summarizes what it is presented in the manuscript and not what it will be done.

#2
Chapter 1 (also the future mode)

The same style of sentences occurs in the main text, namely in chapter 1: “The general objective of the work, therefore, will be to …” (line 63);
“For this reason, we will focus...” (line 73); “The theoretical contribution of this work will be …” (line 85).

#3
Keywords

I suggest to add “Spain” also as a keyword (maybe also "Jane"), since the study respects with this country.

#4
Chapter 1 last paragraphs

I think that the last two paragraphs of Chapter 1 can be removed. The first one presents conclusions, that would fit better at the end of the text and not here; the last paragraph presents the structure of the paper, I think it is not necessary (this kind of structure/organization summary is more adequate in thesis or long reports).

#5
Tables and figures

The source of tables and figures (“prepared by authors”) is not necessary, since it is assumed that the authors produced them (only in the ones that are adapted or copied from other works the sources should be referred).

#6
Location figure

A location figure would be important for the work. For instance, the first figure could be the location of Jaen province in Spain; even better would be a map/maps with the olive oil production / exportation by Spanish regions, as described in Chapter 1.

#7
Pictures

It would also be important to have photographs of the sites discussed in the manuscript (for instance, pictures of the companies buildings or olive oil production).

Author Response

Review Report

The importance of endogenous resources for internationalization: competitive advantages in the olive groves of southern spain

para Sustainability

First of all, we would like to thank the reviewers for their suggestions, which undoubtedly improved the initial work and whose modifications are presented below:[1]:

REVIEWER 1:

Dear authors, My comments are mainly concern with the way work is presented and less with the contents, which I found well structured and with sound results.
Nevertheless, I would like to see them considered in a final version of the manuscript

1 Abstract

In response to the previous question we have modified the abstract it in past mode. A follows we have included them in the article.

“Abstract: The aim of this paper has been to know how companies in the olive sector can convert the comparative advantages of the olive-growing region (e.g. culture, tradition, raw materials, knowledge, infrastructure, networks, technological centers, among others) into competitive advantages in order to internationalize in an accelerated way and become Born Global, which contributes to the economic, social and sustainable development of the region. Thus, we have analyzed four cases of exporting companies in the sector (two Born Global and two non-Born Global) in southern Spain (Jaén). The choice of this province is due to the fact that it is the world's leading producer of olive oil and yet it is only the fourth largest exporter compared to the rest of Spain. We have know an in-depth study of each case by conducting personal, semi-structured and recorded interviews with the founders/managers or those in charge of internationalization. In order to obtain the results, we have used a data sheet that includes an action protocol, as well as we have analyzed each case individually, and we have employed the Sensemaking and Pattern-Matching techniques to add validity and reliability to the research. Finally, we have proposed the necessary keys for these companies to become internationalized in an accelerated way, which increases their competitiveness, fosters the creation of employment, develops networks between companies, boosts investment in innovation, etc. The results indicate that it has been necessary to follow strategies of market orientation, networking and international entrepreneurship and that the intellectual capital (human, organizational, relational and technological) of the company and, therefore, of the region will be the means through which competitive capabilities must be achieved”

2 Chapter 1 (also the future mode)

The same style of sentences occurs in the main text, namely in chapter 1: “The general objective of the work, therefore, will be to …” (line 63); “For this reason, we will focus...” (line 73); “The theoretical contribution of this work will be …” (line 85).

In response to the previous question we have changed the lines future state. A follows, it appear in the article:

“The general objective of the work, therefore, will be to …” (line 63).

We have changed it to past mode. Thus, it appears in chapter 1 paragraph 5 of the article:

“The general objetive of this paper has been to know how companies in the olive sector can convert the comparative advantages of the olive-growing region (e.g. culture, tradition, raw materials, knowledge, infrastructure, networks, technological centers, among others) into competitive advantages in order to internationalize in an accelerated way and become Born Global, which contributes to the economic, social and sustainable development of the region. Specifically, the goal is has discovered how companies in the Extra Virgin Olive Oil (EVOO) sector can become internationalized”.

“For this reason, we will focus...” (line 73).

As follows appear in the article:

“For this reason, we have focused on these two types of companies, with special emphasis on the former”.

“The theoretical contribution of this work will be …” (line 85).

As follows appear in the article:

“The theoretical contribution of this work has been to tailor and apply a framework..”

3 Keywords

I suggest to add “Spain” also as a keyword (maybe also "Jane"), since the study respects with this country.

In response to the previous question we have included the key words: Spain and Jaén. A follows appears in the article:

“Keywords: regional development, internationalization, olive sector, Spain, Jaén”

4 Chapter 1 last paragraphs

We have deleted the paragraphs that the reviewer suggested to us.

5 Tables and figures

In response to the previous question we have deleted the source of tables and figure (“prepared by authors”)

6 Location figure

In response to the previous question we have included the following graphics:

Graph 1: olive oil production of the 2020/2021 campaign in Spain by autonomous communities.
Graph 2: olive oil production of the 2020/2021 campaign in Andalusia by provinces.

These graphs reflects the importance of olive oil production in Andalusia within Spain and, specially, Jaén with respect to the rest of the province of Andalucía.

Graph 1. Olive oil production of the 2020/2021 campaign in Spain by autonomous communities.

Adapted form Agencia de Información y Control Alimentarios (AICA). Issue date of the data 25 June de 2021

Graph 2. Olive oil production of the 2020/2021 campaign in Andalusia by provinces

Adapted form Agencia de Información y Control Alimentarios (AICA). Issue date of the data 25 June de 2021

In paragraph 2 we have included a map, which locates Jaén within Spain.

Map 1. The location of Jaén province in Spain

Source: Instituto Geográfico Nacional. https://www.ign.es/espmap/spain_bach.htm

7 Pictures

It would also be important to have photographs of the sites discussed in the manuscript (for instance, pictures of the companies buildings or olive oil production).

In response to the previous question, in chapter 3 paragraph 6 we have included an original image provided by each company.

“Finally, the companies selected were Aires de Jaén S.L., Castillo de Canena Olive Juice S.L., Galgón 99 S.L.U and El Trujal de la Loma S.L. Below is an original image that each company has provided us with.

Image 1. Aires de Jaén

Image 2. Castillo de Canena

Image 3. Oro Bailén

Image 4: El Trujal de la Loma

[1] In bold type appears the modifications made by the suggestions of the reviewers

Author Response File: Author Response.docx

Reviewer 2 Report

According to the authors, the aim of paper is to learn how companies in the olive sector can convert the comparative advantages of the olive-growing region (e.g. culture, tradition, raw materials, knowledge, infrastructure, networks, technological centers, among others) into competitive advantages in order to internationalize in an accelerated way and become Born Global, which contributes to the economic, social and sustainable development of the region.

While the authors recognize the factors and strategies related to the internationalization of companies in the olive sector, they do not directly show (do not describe) the benefits for the regions and the incentives that affect regional development. It is advisable to show the impact of the keys to accelerated internationalization of companies, especially since, as the keywords of this article announce, the study will concern "regional development".

It would be advisable especially with the following statements "We have applied a specific theoretical framework that includes the keys for companies to achieve competitive advantages and, in this way, become international (lines 432 and 433)" and "This work proposes the keys to greater involvement of companies as a fundamental part of the economic, social and sustainable development of the region (lines 747 and 748) ”.

It is also recommended to enrich the literature with additional items related to “regional development” and “sustainable development”.

Author Response

Review report

The importance of endogenous resources for internationalization: competitive advantages in the olive groves of southern spain

Sustainability

First of all, we would like to thank the reviewers for their suggestions, which undoubtedly improved the initial work and whose modifications are presented below:[1]:

REVIEWER 2.

It would be advisable especially with the following statements:

"We have applied a specific theoretical framework that includes the keys for companies to achieve competitive advantages and, in this way, become international (lines 432 and 433)"

In response o the above question in the chapter 4 penultimate paragraph:

“We have applied a specific theoretical framework that includes the keys for these companies to achieve competitive advantages and, in this way, become international as soon as possible, since it adds important benefits both for the companies and for the territory, for example, increasing regional GDP, creating employment, learning new and more flexible ways of organizing production, avoiding international competition, increasing sales, improving their position in the market, finding more mature markets for certain segments of olive oil, etc..., as well as providing incentives that affect regional development, such as the use of more innovative and environmentally friendly production techniques, training of personnel in the harvesting and production of quality EVOO, participation in research and development projects, collaboration with technological centers, creating international networks, etc. The above benefits are supported by the literature when considering that internationalization is an opportunity for companies to expand into different markets and has been shown to create jobs and economic value [56].

"This work proposes the keys to greater involvement of companies as a fundamental part of the economic, social and sustainable development of the region (lines 747 and 748) ”.

In response to the previous question in the chapter 7 paragraph 2.

"This work proposes the keys to greater involvement of companies as a fundamental part of the economic, social and sustainable development of the region through the creation of employment, increasing regional GDP, obtaining new and more flexible forms of organization of production, avoiding international competition, increasing sales, improving its position in the market, finding more mature markets for certain segments of olive oil, etc., as well as providing incentives that affect regional development such as the use of more innovative and environmentally friendly production techniques, training of personnel in the harvesting and production of quality EVOO, creating international networks, participation in research and development projects, collaboration with technological centers, learn new working methods from abroad, increasing networks, evolving in the olive culture, etc."

It is also recommended to enrich the literature with additional items related to “regional development” and “sustainable development”.

We have added to the literature:

In chapter 2 paragraph 2, we include the contribution of Vázquez-Barquero (2018), since endogenous development is described as the result of the synergy between the forces that activate development process. As follows appears in the article:

“Economic and productive factors condition the processes of capital accumulation, but they do not do so in isolation; it is the interaction between them that drives the increase in productivity and growth. In other words, the development of the territory depends on the effects produced by the coordination between the forces of development. Therefore, growth processes become dynamic when the forces that activate the development processes act together, creating synergies between them and reinforcing their effect on the returns to capital and labor, so that the development factors act in a network and increase the effect of each of the development processes [14]”.

In chapter 2 paragraph 4, the contribution of Rodríguez-Cohard et al. (2020). This article has helped us a know the different potential of the territory for its regional development:

“Under the previous premises in the work of Rodríguez-Cohard et al. [17],in which it is carried out a comparative analysis of four European olive-growing regions that are employing different strategies to adapt to the changes brought about by globalization. This study show how each territory determines its growth potential.”

In chapter 2 paragraph 6, the contribution of this work aims to raise awareness of a new model of local development, which is base don principles of social, economic and environmental responsibility.

“….since, according to Mozas-Moral et al. [21], endogenous development can emerge in a diffuse way in the territories if endogenous resources are used. To achieve this, they must follow as set of strategies and update their initial capacities, which are derived from the territory”.

In chapter 6 ultimate paragraph, we have included the work of Sánchez-Martínez et al. (2020), this indicates some initiatives for strategic change, including institutional change.

“Sánchez-Martínez et al. [60] indicate that the strategic change iniciatives carried out in the region must be in line with its institutional framework, since formal institutions are key to shaping a positive outcome from the changes implemented so that they become processes of social innovation and endure over time, which contributes to improving the quality of life of the area is city”.

Fuentes bibliográficas:

Rodríguez-Cohard, JC., Sánchez-Martínez, JD. And Garrido-Almonacid, A. Strategic responses of the European olive-growing territories to the challenge of globalization, European Planning Studies, 28 (11), 2020
Vázquez-Barquero, Reflexiones teórica sobre la relación entre el desarrollo endógeno y economía social. Revista Iberoamericana de Economía Solidaria e Innovación Socioecológica, 1, 11-22, 2018
Mozas-Moral, A., Fernández-Uclés, D., Bernal-Jurado, E. and Medina-Viruel, MJ. Sostenibilidad, desarrollo endógeno y economía social. Revista Iberoameriacana de Economía Solidaria e Innovación Sociológica, 3, 17-35, 2020.
Sánchez-Martínez, J.D.; Rodríguez-Cohard, J.C.; Garrido-Almonacid, A.; Gallego-Simón, V.J. Social innovation in Rural Areas? The case of Andalusian Olive Oil Cooperatives, Sustainability,2020, Vol. 12(23).

[1] In bold type appears the modifications made by the suggestions of the reviewers

Author Response File: Author Response.docx

Reviewer 3 Report

Dear Authors,

Thank you for the opportunity to read and review your manuscript submitted to Sustainability. After reading the manuscript I can confirm that the topic for the analysis is relevant and timely. The idea to compare born global companies with the non-born global companies open broad possibilities for the analysis. Your suggested model for achieving competitive advantages in the olive oil sector seems to be comprehensive and widely applicable. Here is the list of the recommendations that might improve the quality of the paper:

There exists a gap between the title of the article and the aim. They should be closer to each other.
In introduction you present statistical data, but this data lacks references (sources) (lines 30–34, lines 40–42). It is recommended to indicate sources of information.
There are fragments of text that lack clarity, specifity. For example, in lines 35 and 36 you write: “… it much less significant”. What is “it”? Less significant than what? In line 36 you write: “… although these have increased”. What are “these”? In line 51 you write “… part of this context”. What context? Etc.
The aim (in summary) and general objective (in introduction) are different. They should come closer to each other.
It seems that section 3 is a part of theoretical framework. Therefore, it is recommended to consider to merge sections 2 and 3.
In section 3 you present only some elements of the model. Why the others (Economic, social…, Competitive advantages and …, Economic, social and sustainable …) remain untouched? Are they irrelevant for your research?
In line 300 you mention that “the aim of this study is to replicate the theory [37]…”. What theory exactly?
Methodology lacks the relationship with the suggested model. Methods for the data analysis should also be described.
Table 3 presents a huge amount of text, but what is important in this table? It is recommended to reformat this table more constructively and in the manner that lets for the reader to see a clear comparison of the actors in the region. Table 4 features the same drawback.
The analysis of the research results lacks the relationship with the model. It can be clearly seen that some elements of your suggested model are presented, but why only some of them?
Figures 2-5 are unclear. What relationship do they have with the model? Why some textboxs are detached while others are connected? The figures present sensemaking strategies of separate companies, but they are not described, compared with each other in the text.
The text in lines 441-583 seems like a raw data. It should be analyse in a more convenient manner (for example, categories, subcategories).

Once again, thank you for the opportunity and wish you good luck.

Author Response

REVIEW REPORT

The importance of endogenous resources for internationalization: competitive advantages in the olive groves of southern spain

Sustainability

First of all, we would like to thank the reviewers for their suggestions, which undoubtedly improved the initial work and whose modifications are presented below:[1]:

REVIEWER 3

Dear Authors,

There exists a gap between the title of the article and the aim. They should be closer to each other.

In response in the previous question we have modified the title of the article:

“THE IMPORTANCE OF ENDOGENOUS RESOURCES FOR INTERNATIONALIZATION: COMPETITIVE ADVANTAGES IN THE OLIVE GROVES OF SOUTHERN SPAIN”.

In introduction you present statistical data, but this data lacks references (sources) (lines 30–34, lines 40–42). It is recommended to indicate sources of information.

In response to the previous question:

In chapter 1 paragraph 1: “According to the Food Information and Control Agency (AICA) of Spain, this province produced 387,391 metric tons of olive oil in the above season, representing 44.9% of Andalusia’s total”. The references is: Junta de Andalusia (2021): monthly monitoring report on olive oil, prices and markets observatory, Ministry of Agriculture, Livestock and Fisheries. (https://www.juntadeandalucia.es/agriculturaypesca/observatorio/servlet/FrontController).

The above reference has been included in the bibliography.

In chapter 1 paragraph 2: “Jaén, located in Andalusia—southern Spain— is one of the Spanish provinces with the lowest per capita income in the country. In fact, the region where it is located does not exceed 75% of the per capita income of the autonomous community of Andalusia”. The references is: Benedito, I. (2019). Sólo cuatro CCAA superan la renta per cápita de la UE, Expansión, (https://www.expansion.com/economia/2019/06/23/5d0fe6e7468aeb548b4632.html).

The above reference has been included in the article.

There are fragments of text that lack clarity, specifity. For example, in lines 35 and 36 you write: “… it much less significant”. What is “it”? Less significant than what? In line 36 you write: “… although these have increased”. What are “these”? In line 51 you write “… part of this context”. What context? Etc.

In response to the previous question we have modified those parts of the title that are doubts. For example:

What is “it”? Less significant than what? In line 36 you write: “… although these have increased”.

In response to the previous question: “Jaén is not the most exporting province, since it is placed after Sevilla, Córdoba y Malaga”. Appears in chapter 1 paragraph 1.

What are “these”? In line 51 you write “… part of this context”. What context?

“Moreover, the economic, social and institutional actors that form part in the region”

The aim (in summary) and general objective (in introduction) are different. They should come closer to each other.

In response to this question, we have reduced the gap between the general objectives to the introduction and the summary, and thus, in chapter 1, paragraph 5, we include:

In the summary appear:

It seems that section 3 is a part of theoretical framework. Therefore, it is recommended to consider to merge sections 2 and 3.

In response to the above proposal we have combined the two sections 2 and 3 of the article.

"Theoretical framework

Our theoretical framework is based on the endogenous development approach, which considers that economic growth and structural change is not a functional issue, but a regional phenomenon [11,12]. Furthermore, such development is motivated by the accumulation of capital, which is the result of the interaction of the forces of development: the diffusion of innovation and knowledge; the creation of networks through transport and communication infrastructures; the flexible organization of production; and the evolution of institutions and social capital [13]. As a consequence of combining all these forces, a greater impact on individual factors is achieved and this synergy influences the economic return, productivity and competitiveness of firms, the accumulation of capital, and economic and social progress.

Economic and productive factors condition the processes of capital accumulation, but they do not do so in isolation; it is the interaction between them that drives the increase in productivity and growth. In other words, the development of the territory depends on the effects produced by the coordination between the forces of development. Therefore, growth processes become dynamic when the forces that activate the development processes act together, creating synergies between them and reinforcing their effect on the returns to capital and labor, so that the development factors act in a network and increase the effect of each of the development processes [14].

From the regional development approach, there are two factors that influence the above results: (a) the development potential existing in the region based on available resources and human resource capacities, and (b) the organizational capacities of economic, social and institutional actors to achieve coordinated actions [15]. These capacities are derived from the skills, talents and strengths available to a region to take advantage of its resources and potential, and these are shaped by structural, institutional and relational considerations present in the area [16].

Under the previous premises in the work of Rodríguez-Cohard et al. [17],in which it is carried out a comparative analysis of four European olive-growing regions that are employing different strategies to adapt to the changes brought about by globalization. This study show how each territory determines its growth potential. Therefore, the region not only provides support for productive activities, but also includes a combination of resources (human, natural and business) and capabilities that define its potential development and act as a base from which local companies can respond to the competitive challenges that exist in the markets [18]. It is also composed of economic, social and institutional actors that shape the environment where the productive activity takes place [19]. Consequently, the region becomes a strategic driver of development [20].

Based on the above reflections, we understand that the region has comparative advantages that companies can convert into competitive ones and, in this way, can contribute to the development of the region. Entrepreneurship plays an essential role in this. The region under study possesses advantages derived from resources, which include the raw material (olive groves), the infrastructure (olive presses, oil mills, rural houses, etc.), the access roads to farms, olive grove culture, tradition, knowledge of the sector and its transmission from parents to children, among others. There are also capacities (skills, talents and strengths) acquired by the agents with respect to the cultivation, harvesting, production and processing of Extra Virgin Olive Oils (EVOOs) and economic, social and institutional actors such as institutions, local governments, associations, organizations, auxiliary companies, foundations, competing companies, technology centers, among others (for example, the Provincial Council of Jaén, the Olive and Olive Oil Association of Jaén Province, the Foundation for the Development and Promotion of Olives and Olive Oil in Jaén, CITOLIVA, municipalities, auxiliary companies, etc.) that can support olive oil companies in their internationalization process, bringing, for example, the global environment closer to the local one, which contributes to regional development.

All of the above leads us to consider how companies in this sector can convert the above comparative advantages into competitive ones in order to be successful internationally and, in this way, further the development of the region through economic progress, the well-being of the population and environmental sustainability. Since, according to Mozas-Moral et al. [21], endogenous development can emerge in a diffuse way in the territories if endogenous resources are used. To achieve this, they must follow as set of strategies and update their initial capacities, which are derived from the territory. To achieve this, they must follow a set of strategies and update their initial capacities [22,23], which are derived from the region. In this way, companies will achieve superior or dynamic capacities and thus obtain greater performance, which means that they can become international in the shortest possible time (gradually or accelerated). All of this dynamizes the region through job creation, the accumulation of knowledge, new forms of organization, the creation of new networks, innovation, etc.

We have therefore constructed our conceptual framework using the endogenous development approach and the dynamic capabilities approach. The latter considers as dynamic those higher-order capabilities that enable firms to implement new strategies by modifying, combining and transforming available resources in new and different ways [24]. Thus, Mudalige et al. [25] studies the applicability of dynamic capabilities at the individual and firm level in the internationalization process of SMEs and it is found that owner-specific dynamic capabilities has a positive influence on both firm-specific dynamic capabilities and internationalization. Moreover, the dynamic capabilities of the firm have a mediating effect between owner-specific capabilities and internationalization. This paper confirms the relevance of the dynamic capabilities theory for internationalization.

To these approaches we have to add the theories of internationalization from the point of view of the timing of this process. There are two types: the gradual model and the accelerated model. The former focuses on a process of internationalization based on stages. Thus, initially, businesses expand into countries that are physically and culturally closer, and then to those that are farther away, which involve greater investment. In this way, uncertainty is reduced at each stage [26]. Consequently, confidence is increased by having greater experience in the international market, more knowledge is generated and greater commitment is acquired. Finally, as a result of the process, dynamic capabilities are developed. The second model (accelerated) focuses on Born Global companies, which are those that meet the following characteristics: they must internationalize, on average, within three years of their founding [27] and generate at least 10% of total sales in foreign countries [28]. In addition, according to Etemad [29] (pp. 3-4) they are: (a) more aware of international opportunities, (b) more innovative, (c) more proactive, (d) more sensitive to the dynamics of change and to the differences and patterns of their competitive evolution, (e) more open to joining or establishing collaborative, expansive and open networks, (f) dependent on the multilevel capabilities of their own partners compared to the resources related to their environment, (g) able to learn and do learn from other companies, and (h) very agile and resilient due to their managerial dynamism and competitive flexibility.

Considering the above theories, companies in the olive sector can employ strategies to improve the comparative advantages of the region and thus become more competitive [30]. To do so, they should follow strategic orientations and actions that will allow them to develop competitive advantages and become international in an accelerated or gradual way, which will improve their position in the foreign market and foster the economic development of the region. However, none of these theories predicts the strategies that these companies should follow to achieve this goal.

There is no specific theoretical framework for companies in this sector that predicts the keys to internationalization. Therefore, in this study we are going to apply to companies in the olive sector a theoretical framework which the authors previously developed for internationalized companies in another sector. Thus, in order to convert the comparative advantages of the region into competitive ones, companies should follow a set of strategies oriented towards the market, the network and international entrepreneurship. In this regard, these competitive capacities will be attained by the intellectual capital (human, organizational, relational and technological) of the company and, therefore, of the region (Figure 1). Ultimately, these elements are what make it possible for companies to be international.

Figure 1: Achieving competitive advantages in the olive oil sector

Source: Adapted from Martos-Martínez and Muñoz-Guarasa [31]

2.1. International market orientation strategies

Market orientation leads to the development of specific knowledge, which forms part of a firm’s know-how and enables them to adapt quickly to changes in the environment. Through these strategies, objective knowledge of the foreign market is acquired (collection and transmission of information, for example through market research, attendance at international trade fairs, contacts with future customers, etc.) and the experiential knowledge of the founder and/or export manager obtained from having participated in previous internationalization processes (e.g. knowledge of customers, markets, competitors, institutions, etc.) is exploited, which involves the transfer of knowledge between companies [32] (p. 340) and can affect the way they perceive and assess foreign market opportunities [33]. It also allows the company to adapt the product to the needs, tastes and demands of potential customers.

2.2. International network orientation strategies

These strategies assist companies in identifying international business opportunities, since networks encompass the relationships of an individual or a company (for example, with distributors, customers, organizations, etc.), providing a means of access to new and different types of information and ideas that would not otherwise be available [34]. Some studies, such as those by Contractor et al. [35], point to a strong network of contacts developed by entrepreneurs as a result of their previous experience, which has enabled them to internationalize more quickly than others. Thus, one key difference between companies that are Born Global and those that have internationalized gradually can be found in the creation of relational trust through pre-existing connections, which are accessed through established network partners. All this reduces risk and enhances organizational learning [36]. Among the parties that make up the network in the olive sector of Andalusia we include customers, distributors, importers, chefs, organizations, ancillary businesses, competitors, suppliers, Provincial Councils, Foreign Promotion Agency of Andalusia (EXTENDA), Foreign Trade Institute (ICEX), etc.

2.3. International entrepreneurship orientation strategies

Gabrielsson et al. [37] suggest that the propensity for innovation, the attitude to risk and the level of proactivity all affect progress in the early stages of company growth. Thus, the founder should possess the following characteristics: (1) autonomy: having the independence and freedom to give birth to an idea or vision and carry it through to completion; (2) innovativeness: the founder should be inclined to implement and support new ideas, novelty, experimentation and creative processes that can lead to new products, services or technological processes, which can facilitate the process of internationalization; (3) proactivity: having a forward-looking perspective that accompanies an innovative activity and allows the entrepreneur to conceptualize new goals and the methods to attain them ahead of others; (4) proclivity: the founder should be driven to enter foreign markets, a trait which is associated with his/her values; (5) competitive aggressiveness: having the propensity to enter the international market by challenging competitors so as to improve the company’s position in the market or to outperform existing rivals. Likewise, introducing innovation in the different phases of the production and marketing process, which in the olive sector are cultivation, harvesting, production, packaging, and national and international marketing, improves the adaptation of the product to the needs of the client and increases productivity and competitiveness.

2.4. Human capital

The knowledge acquired regarding tastes, needs, legislative requirements, etc., reduces uncertainty and helps human capital to develop values, aptitudes, attitudes and capacities [38] that are favorable to the internationalization process and help to accelerate it. The body of knowledge is integrated in what individuals and groups know and in their capacity to learn and to share their knowledge with others, which facilitates its accumulation, benefiting both the organization and the region and improving their adaptability to the international market.

2.5. Organizational capital

Organizational capital is composed of organizational learning (serving the market and challenging its own assumptions about its mission, customers, competitors and strategies) [39] and of organizational culture, consisting of the structure of cultural capital, learning and organizational processes [40]. All this leads to the development of organizational culture by the workforce, which can be put into practice in other companies in the region.

2.6. Relational capital

Relational capital refers to using previously established relationships, for example with EXTENDA, ICEX, chefs, importers, distributors, clients, competitors, etc., to create new and long-lasting ones. It is broken down into so-called "relational culture", which reflects the company's relationships with the main agents linked to it [41], which has positive effects for the economic, social and political agents that make up the region.

2.7. Technological capital

Technological capital is composed of technical and managerial technological skills, which involve the way ICTs are conceived, deployed and exploited to support and improve the organization and coordinate activities [42]. It also includes the innovative or entrepreneurial culture that indicates the degree to which companies in the sector are proactive in exploiting new opportunities [43] and is essential for the development of innovative efforts capable of exceeding customer expectations and enabling the attainment of competitive advantages [44]".

6. In section 3 you present only some elements of the model. Why the others (Economic, social…, Competitive advantages and …, Economic, social and sustainable …) remain untouched? Are they irrelevant for your research?

In response to the previous question we add that the elements included in the chapter 3: international market orientation strategies, international network orientation strategies, international entrepreneurship orientation strategies, human, organizational, relational and technological capital are those that olive sector companies should follow in order to internationalize and thus convert the comparative advantages of the territory into competitive ones. Consequently, it is the above elements that appear in the model. The economic, social and sustainable elements are the benefits produced by the companies having internationalized. Due to this argument, no changes have been made to the article.

7. In line 300 you mention that “the aim of this study is to replicate the theory [37]…”. What theory exactly?

In response to the previous question, we would like to clarify that the model is the one we have applied to the internationalization of the companies under study. In the article it is stated as follows:

"...theoretical model collected in this research which is composed of the following elements: international market, network, entrepreneurship strategies and human, organizational, relational and technological capital."

8.Methodology lacks the relationship with the suggested model.

The article justifies that the methodology (chapter 3 paragraph 1) is related to the suggested model, since the case analysis is appropriate to know "how" these companies can achieve competitive capabilities and "why" some internationalize gradually and others in an accelerated manner. In other words, case analysis is appropriate because we need to know "how" a company can become international based on its own actions. Moreover, the case study as a methodology applied to scientific research related to the company's strategic decisions is becoming increasingly accepted, especially as it has been proven that access to first-hand information is essential, since internationalization processes require a type of analysis that cannot be carried out in sufficient depth through studies with a large number of observations (Monge, 2010). Likewise, its value resides, in part, in the fact that it is not only possible to study a phenomenon, but also its context (Villareal and Landeta, 2007 and Yacuzzi, 2005). In this way, researchers will be able to explore the differences between the cases and study the internationalized olive sector companies within the real environment and with fewer limitations than in a survey. The objetive of this study is to replicate el the theoretical model gathered in this research, which is composed of the following elements: international market, network, entrepreneurship strategies and human, organizational, relational and technological capital (Yin, 2003) and to empirically test the causes and the process of internationalization of these companies as a whole and not in partial units, which adds a holistic dimension. Thus, by means of this inductive method we have achieved a logical result that has taken the form of a set of propositions”.

8.1.Methods for the data analysis should also be described.

In response to this question we have created chapter 4, which specifies the analysis methods used. Due to its length and figures we have not included it in this review report. Thus, please review the modified article in chapter

"Methods for data analysis

Once the information was obtained, the methods for analyzing the data were as follows: The first step was to perform an individual analysis of the cases. For this purpose, on the one hand, we collected. In Table 3 the use of resources, capacities and economic, social and institutional actors of the region by each company.

Table 3. Resources, capacities and economic, social and institutional actors of the region: Individual analysis of cases

Table 4. Internationalization strategies: Individual analysis of cases

The next step involved obtaining explicit information that was suitable for tracing chronologies of events, meanings and discussions [50]. For this we used the following analytical techniques:

Firstly, we used Sensemaking, based on process theory, which is undertaken following Weick's theoretical framework [51]. Specifically, these visual mapping strategies allow us to identify the sequence that firms have followed in the strategies oriented towards the market, the network and entrepreneurship international, as well as whether the same strategies have enabled the firm's intellectual capital to achieve competitive capabilities favorable to the internationalization process. In the same way, the Sensemaking techniques have allowed us to find out whether the companies have followed the strategies included in the model during the three years following their foundation or afterwards. Therefore, these techniques help us to reveal the origin, processes, causality, interactions and duration of the company's internationalization.

Following Langley [52] and Monin et al. [53] the design of the visual maps is as follows: (1) the location of the box in one of the three horizontal shadow bands shows the domain of the strategic orientation associated with the event; (2) ) the arrows in each box indicate the influence that one event or decision has on another. Consequently, they are not all linked since actions included in one strategy may not have a direct effect on other actions in other strategies; (3) the thickness denotes the impact of the influence (thin line = medium-low impact / thick line = medium-high impact); (4) the shape of the boxes signifies whether the event is a decision (rounded corner), an activity (corner) or an event involving external agents (oval) and adapted in each of the analyzed cases included in Figures 2 to 5 below

Figure 2. Visual Map Aires de Jaén, Sensemaking strategies

Figure 3. Visual Map Castillo de Canena: Sensemaking strategies

Figure 4. Visual Map Galgón 99: Sensemaking strategies

Figure 5. Visual Map El Trujal de la Loma: Sensemaking strategies

In a comparative way, it can be extracted from the Sensemaking techniques that the companies that are Born Global during the first three years after their creation, it is the founders and/or managers who have a direct influence in getting to know the international market and in creating international networks, as well as those who are committed to transmitting the EVOO culture, for example, through reverse missions with distributors and importers. Companies that internationalize after the first three years from their creation follow a more gradual process, in which the person hired, years after their creation, responsible for the internationalization process (Edurne in Oro Bailén and Ana Carcherriel in El Trujal de la Loma) has a direct influence on the pace of international expansion, as well as on the strategies of market orientation, networking and international entrepreneurship. Furthermore, in all the companies it is the founders (Born Global) and/or those responsible for internationalization (non-Born Global) who are actively involved in the creation of international networks to be able to operate in the foreign market.

Secondly, we applied the Pattern-Matching technique based on comparing the patterns of agreement between the theoretical framework and the observed or operational one. This is a basic procedure for testing theories through case studies. Specifically, we check whether the theoretical perspective coincides with the reality of the cases, which will help us to know whether market studies, the experience and character of the founder, innovation, networking through participation in international fairs, etc., have led these companies to achieve adequate dynamic and competitive capabilities (Table 5). Our study is supported by that of Vaillant et al. [54].

Table 5. Pattern-Matching Analysis

Finally, we emphasize that in order to obtain the highest degree of rigor and quality we are guided by Yin [55]. Thus, external validity has been achieved by using rival internationalization theories (gradual and accelerated). In addition, we have applied a specific theoretical framework that includes the keys for these companies to achieve competitive advantages and, in this way, become international We have applied a specific theoretical framework that includes the keys for these companies to achieve competitive advantages and, in this way, become international as soon as possible, as it adds important benefits for both companies and the region, for example, exporting companies can boost their sales, find more mature markets for certain olive oil segments, increasing regional GDP and investment, increases employment, etc., as well as providing incentives that effects regional development such as the use of more innovative and environmentally friendly production techniques, increasing investment, training of personnel in the harvesting and production of quality EVOO, increasing employment, collaborating with technological centers, learn new working methods from abroad, increasing international networks, evolving in the olive culture, etc. The above benefits are supported by the literature that internationalization is an opportunity for companies to expand into different markets and has been show to create jobs and economic value for the region [56].

Internal validity has been ensured by conducting personal interviews with those responsible for the internationalization process of the companies, which were complemented with the information provided by the corporate reports, as well as by the use of Sensemaking and Pattern-Matching tools. Reliability was obtained through the completion of the data sheet, the interviews, which were conducted personally by the researchers and recorded, as well as the coding of the data of the cases studied".

9.Table 3 presents a huge amount of text, but what is important in this table? It is recommended to reformat this table more constructively and in the manner that lets for the reader to see a clear comparison of the actors in the region. Table 4 features the same drawback.

In response to this question and in order to improve its reading, understand and interpretation, we have prepared some tables that allow the reader to make a comparative reflection. Thus, we have included in the article the following tables 3 and 4:

Table 3. Resources, capacities and economic, social and institutional actors of the region: Individual analysis of cases

*Aires de Jaén (Born Global)*
Resources	- The López family acquired an olive farm in 1965. - Tradition and culture for olive groves and olive oil. - The culture of olive oil has been passed down from father to son, and a fourth generation has joined the company. - In the main farm “Los Badenes” there was a family house and a tool shed, so the oil mil, production facilities, offices, etc., have been built according to the essence of the farm property. - The company´s personnel are mainly from the region.
Capacities	- The company´s personnel have demonstrated skills and abilities in the cultivation, harvesting, production and processing of olive oil.
Economic, social and institutional actors	- The closet institution form the local perspective that has supported them has been the Provincial Council of Jaén. - Fundamental support came from EXTENDA and ICEX. - IT services, marketing, etc., are done in-house, although it does outsource some task to local companies. - They have had little relationship with the rest of the business associations and organizations in the area.
*Castillo Canena (Born Global)*
Resources	- The Vañó family has owned and olive grove estate since 1780. - They have always has tradition and knowledge of olive groves and olive oil. - The passion for olive oil and its culture has been passed down from generation to generation - The family owned a castle in Canena of Renaissance origin, which they decided to use as a venue for events related to tastings, promotions, visits, etc. - They owned an oil mill that has been upgraded with the most innovative techniques (currently oil mill 4.0). - The company´s personnel are mainly from the region.
Capacities	- The company´s personnel have demonstrated skills and abilities in the cultivation, harvesting, production and processing of olive oil.
Economic, social and institutional actors	- The closet institution form the local perspective that has supported them has been the Provincial Council of Jaén. - Fundamental support came from EXTENDA and ICEX - They have not had much relationship with the rest of the business associations or local organizations. - Many services are done in-house, except those which need to be modernized, such as digitalization (this provider is not local). - They have collaborated with technological centers: CITOLIVA and IFAPA (Institute for Agricultural and Fisheries Research and Training).
*Galgón 99 (No Born Global)*
Resources	- The Gálvez González family acquired several olive farms in 1999 - They had knowledge of the sector and tradition - They have passion and culture for the olive grove. - The facilities (oil mill, bottling lines, etc.) were created from scratch. - The company´s personnel are mainly from the region.
Capacities	- The company´s personnel have demonstrated skills and abilities in the cultivation, harvesting, production and processing of olive oil.
Economic, social and institutional actors	- The closet institution form the local perspective that has supported them has been the Provincial Council of Jaén. - Fundamental support came from EXTENDA and ICEX - They have not had much relationship with the rest of the business associations or local organizations. - Fundamentally, the companies with which it interacts (suppliers, auxiliaries, etc.) tend to be local. - Some time ago, the technology center CITOLIVA initiated an investigation on the product, since the company’s main brand is a premium category of EVOO, but that was the only collaboration
*El Trujal de la Loman (No Born Global)*
Resources	- The origin of the farm dates back to the 1980s, - Tradition and knowledge of the sector have been important - They have passion and culture for the olive grove. - The oil mill was built in the center of the farm and oil production began - The company´s personnel are mainly from the region.
Capacities	- The company´s personnel have demonstrated skills and abilities in the cultivation, harvesting, production and processing of olive oil.
Economic, social and institutional actors	- The closet institution form the local perspective that has supported them has been the Provincial Council of Jaén. - Fundamental support came from EXTENDA and ICEX - Contrata como servicios externos a empresas locales. - They have not had much relationship with the rest of the business associations or local organizations. - They have not had any interactions with technology centers.

Table 4. Internationalization strategies: Individual analysis of cases

*Aires de Jaén (Born Global)*
EOMI¹	- As one of the founders, Matías, had experience working in another company in the agri-food sector (El Águila beer). It also made a major commitment to training and integrating personnel and creating differentiated teams adapted to the demands and dynamics of the international market. Along with Matías, the company hired an expert in the sector and in other internationalization processes, with a high level of training. - The company’s international strategy has been focused on adapting the profile of the oil to each international market: tastes, packaging, etc. Consequently, they have a perfect knowledge of the market to which their products are directed - The first country the firm exported to was Mexico, before later focusing on Europe, Asia, USA, etc. - They have obtained recognized international certificates, awards and recognitions*.
EORI²	- The first international contacts were made thanks to the support of the Andalusian Agency for Foreign Promotion (EXTENDA) and Foreign Trade Institute (ICEX), through attendance at two international fairs of recognized prestige in the agri-food sector (Paris and Amsterdam). Before attending such events, they prepare, plan and focus on the client to whom the product is directed. - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
EOEI³	- From the very beginning the company has been committed to being international. - The founders are proactive and are inclined to enter international markets. - They are committed to selling innovative products such as Extra Virgin Olive Oi (EVOO)
CH⁴	- Se formó e integró al personal para crear equipos dinámicos y muy diferenciados, adaptados a las exigencias del mercado internacional. - In 2015, after the departure of the sales and export manager, an expert of Taiwanese origin was hired who speaks perfect Mandarin and is knowledgeable about the sector. Additionally, in 2013, Eloísa joined the company and in 2016 José Manuel did so; they are cousins and members of the fourth generation of the López family. Both are graduates, with specific training in the sector, foreign language skills and international experience in other companies.
CO⁵	- They have an organizational culture that allows them to adapt to new international markets.
CR⁶	- They have maintained the relationships created since their beginnings and have created new ones in their international expansion.
CT⁷	- They have an innovative culture since their beginnings. - They have technical and technological management skills that add value to the product.
*Castillo de Canena (Born Global)*
EOMI¹	- In 2003, the Vañó family decided to set up the company with Francisco and Rosa Vañó to produce and market EVOOs in Spain and abroad. Both had a high level of education, knowledge of languages (English, French, Italian and German), and the experience of having participated in a marketing management position in The Coca-Cola Company (Rosa) and in different national and international financial institutions (Francisco). - Due to this experiential knowledge, along with the resources and capabilities they possessed, they decided to found the company. From the beginning, Rosa took the initiative to conduct market research. She traveled and made contacts, as well as interviewed some producers, studied competitors and discovered that the sale of premium EVOO of superior category was almost negligible and that there was a great opportunity in the international market, as well as a great lack of knowledge about the oil, an issue that would have to be addressed. - They have obtained recognized international certificates, awards and recognitions*.
EORI²	- In 2004, with the help of the Provincial Council of Jaén, they attended the international fair (Alimentaria) organized in Barcelona and captured their first international clients. In that way they began to export to Denmark, then to France, and so on. During this period they carried out the PIPE Plan (Initiation Plan for Internationalization) of ICEX. In addition to attending international fairs, they created new contacts by their own means and resources. So they traveled, got to know different countries, restaurants, the position of the gourmet segment, studied prices, met with importers, distributors, opinion makers, chefs, journalists, among others. - They have relied on chefs to transmit the value of premium oil to private consumers. - The importers and/or distributors were the target of this strategy, and they had to be motivated and excited. - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
EOEI³	- From the very beginning the company has been committed to being international. - The founders are proactive and are inclined to enter international markets. - They are committed to selling innovative products such as Extra Virgin Olive Oil (EVOO)
CH⁴	- They have well-trained staff with a very clear culture established by the company capable of adapting to the international market. - The internationaliZation department is divided between Baeza (Jaén) and Madrid, with the sales office in Madrid. - In 2005 an export manager with a high level of training and commercial experience in the sector was incorporated, who is in charge of Europe.
CO⁵	- The agronomic, industrial and commercial parts are integrated, which means that organizational learning is transferred to the whole company as a whole.
CR⁶	- They have maintained the relationships they have built up since their beginnings and have created new ones in their international expansion
CT⁷	- Another of the pillars of this company is research, innovation and development, given that since its beginnings they have participated with both technology centers and universities in different projects, which has allowed them to be pioneers in implementing techniques that lead to respect for the environment, the habitat, the ecosystem, biodiversity, sustainability and bio-dynamism and, as such, they are endorsed by the corresponding certificates. - They have technical and technological management skills that add value to the product.*
*Galgón 99 (No Born Global)*
EOMI¹	- The founder had no international experience, but he has a degree in Business Science and a background in olive oil production and processing. He also wanted his company to be international due to the stiff competition in the domestic market, which was one of the reasons that led him to produce premium oil. - In 2009 they hired Edurne, the head of marketing and exports. - Among the first countries to which the company exported were Japan, the USA and the United Kingdom. - They have also received the certifications, awards and international recognition³ necessary to operate in the international market - Its great challenge has been to market the same premium oil Oro Bailén to both the national and international markets, adapting the packaging, labeling and design to the needs and tastes of foreign customers. - They have obtained recognized international certificates, awards and recognitions*.
EORI²	- During her first year Edurne carried out the PIPE plan promoted by ICEX, and in 2010-2011 they attended an international fair in Barcelona and subsequently attended fairs of greater international recognition (in Paris and Germany), which allowed them to create a network of distributors around the world - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
EOEI³	- Their main goal was to produce high quality, innovative and environmentally sustainable oil. - The founder wanted the company to be international, but not from the start.
CH⁴	- In 2009 they hired Edurne, the head of marketing and exports, who possesses a degree in Business Administration and Management, a master's degree and foreign language skills and has experience of having participated in the internationalization process of a previous company in the sector - In this company, all the company´s personnel trained in order to transmit the culture and love for the olive grove to the customer.
CO⁵	- They have an organizational culture that allows them to be more flexible in the international market.
CR⁶	- Maintain initial relationships and create new ones in their international expansion.
CT⁷	- They offer innovative products through Premium EVOO. - Have technical and technological management skills.
*El Trujal de la Loma (No Born Global)*
EOMI¹	- It was in 2010 that the company decided to change from traditional agriculture to organic farming. To do this, it was necessary to progressively change from traditional to organic farming using innovative techniques. - The founder wanted the company to be international due to the domestic market’s lack of knowledge about organic oil, but when they began exporting they discovered that they had difficulties operating in the international market, and they didn’t conduct market research or adapt their product to the needs of international customers. - In 2008, the current head of the Sales Department (national and international) joined the company and before that time only a few isolated exports were made. In 2012, the first continuous exports to the USA, Canada and Holland were initiated through contacts with importers and national customers who had expanded abroad - Neither the founder nor the manager of foreign sales had experience of having participated in other prior internationalization processes. The founder had knowledge of the crop, being an agricultural engineer, and the head of internationalization has a higher degree in tourism and knowledge of foreign languages It did not carry out market research or adapt the product to the needs of the international customer. - After the first exports, it continues without studying the international market and without adapting the product, which means that it is very difficult to maintain relations with international clients over time. - They have obtained recognized international certificates, awards and recognitions*..
EORI²	- The first exports were initiated through contacts with importers and national clients abroad. - They relied on EXTENDA and ICEX to attend international fairs..
EOEI³	- El fundador no quería que la empresa fuese internacional desde sus inicios, fue a partir del año 2010 con el cultivo ecológico cuando quería que la empresa fuese internacional por el gran desconocimiento que había por el aceite ecológico en el mercado exterior. - En el año 2010 se cambio la agricultura tradicional por la ecológica. Para ello se tuvo que cambiar de forma progresiva el cultivo tradicional por el ecológico utilizando técnicas innovadora.
CH⁴	- In 2008, the current head of the Sales Department (national and international) joined the company and before that time only a few isolated exports were made. - The person in charge of internationalization has a higher education degree in tourism and knowledge of languages. - Most of the company personnel is temporary, so that for most of the year the company is made up of 5 people
CO⁵	- They have difficulties in developing learning and organizational culture..
CR⁶	- They have difficulties in maintaining international relations, as well as in creating new ones.
CT⁷	- They have an innovative culture due to the type of organic EVOO cultivation. - They have technical and technological management skills.

*Certificates, awards and international recognition (1) Aires de Jaén: The certificate according to the BRC Global Standard for Food Safety and the IFS Food Standard Protocol. They have international "Halal Certification" certificates from the Islamic Board. They have received awards in Berlin, China, Japan, Zurich, Verona, New York, among others. (2) Castillo de Canena: ISO 9001 Certification: Quality Management Systems. CAAE Organic Certificate, Biodynamic Certificate, DEMETER seal, Verified Carbon Footprint (ISO 14067:2018), Integrated Production Certificate. They have obtained medals, awards and international recognition: Dubai, China, New York, Italy, Japan, Germany, etc. SGE21 Certificate in 2018. Castillo de Canena International Award for Olive Research. (3) Oro Bailén: awards and certificates in Italy, Los Angeles, Germany, USA, France, Israel, China and national, among others. They appear in the Flos Olei 2010 guide. They entered the top 10 of "best oils in the world" Germany. Recognized awards from the Ministry, among others. (4) Spiritu_Santo: Organic certification, Award at the fair of organic products: Germany, BIOL Award (Italy), BIOFACH Award 2019 and 2020. TOP 10 Olive Oil Award, EXPOLIVA, Japan, Los Angeles and Verona.

1EOMI: international market orientation strategies

2EORI: international network orientation strategies

3EOEI: international entrepreneurship orientation strategies

4CH: human capital

5CO: organizational capital

6CR: relational capital

7CT: technological capital

10.The analysis of the research results lacks the relationship with the model. It can be clearly seen that some elements of your suggested model are presented, but why only some of them?

In response to the previous question, we clarify that the proposed of strategies of strategies oriented towards the market, the network and international entrepreneurship and intellectual capital (human, organizational, relational, and technological). In this way we have followed the analysis to obtain the results. Finally, we clarify that the resources, capabilities and social economic actors and institutions are the comparative advantages of the territory that help us to know if the companies have used them. But the model proposed and composed by strategies oriented towards the market, the network and international entrepreneurship and intellectual capital (human, organizational, relational, and technological) is the one that allows companies to initiate a process of internationalization.

11.Figures 2-5 are unclear. What relationship do they have with the model? Why some textboxs are detached while others are connected? The figures present sensemaking strategies of separate companies, but they are not described, compared with each other in the text.

In the response to the question:

What relationship do they have with the model?:

The visual map is divided into three sections, which are related to the model: EOMI (international market orientation strategies), EORI (international network orientation strategies), EOEI (international entrepreneurship orientation strategies), within each of them the elements that have motivated to achieve the competitive capabilities are collected.

Why some textboxs are detached while others are connected?

In response to the previous question, we clarify that not all events have the same direct influence on one another, nor the same impact

In the article in the paragraph before figures 2-5 we have included the following:

"Firstly, we used Sensemaking, based on process theory, which is undertaken following Weick's theoretical framework [50]. Specifically, these visual mapping strategies allow us to identify the sequence that firms have followed in the strategies oriented towards the market, the network and entrepreneurship international, as well as whether the same strategies have enabled the firm's intellectual capital to achieve competitive capabilities favorable to the internationalization process. In the same way, the Sensemaking techniques have allowed us to find out whether the companies have followed the strategies included in the model during the three years following their foundation or afterwards. Therefore, these techniques help us to reveal the origin, processes, causality, interactions and duration of the company's internationalization.

Following Langley [51] and Monin et al. [52] the design of the visual maps is as follows: (1) the location of the box in one of the three horizontal shadow bands shows the domain of the strategic orientation associated with the event; (2) ) the arrows in each box indicate the influence that one event or decision has on another. Consequently, they are not all linked since actions included in one strategy may not have a direct effect on other actions in other strategies; (3) the thickness denotes the impact of the influence (thin line = medium-low impact / thick line = medium-high impact); (4) the shape of the boxes signifies whether the event is a decision (rounded corner), an activity (corner) or an event involving external agents (oval) and adapted in each of the analyzed cases included in Figures 2 to 5 below.”

The figures present sensemaking strategies of separate companies, but they are not described, compared with each other in the text.

In the article chapter 4 paragraph after figure 5

"In a comparative way, it can be extracted from the Sensemaking techniques that the companies that are Born Global during the first three years after their creation, it is the founders and/or managers who have a direct influence in getting to know the international market and in creating international networks, as well as those who are committed to transmitting the EVOO culture, for example, through reverse missions with distributors and importers.

Companies that internationalize after the first three years from their creation follow a more gradual process, in which the person hired, years after their creation, responsible for the internationalization process (Edurne in Oro Bailén and Ana Carcherriel in El Trujal de la Loma) has a direct influence on the pace of international expansion, as well as on the strategies of market orientation, networking and international entrepreneurship. Furthermore, in all the companies it is the founders (Born Global) and/or those responsible for internationalization (non-Born Global) who are actively involved in the creation of international networks to be able to operate in the foreign market”.

12.The text in lines 441-583 seems like a raw data. It should be analyse in a more convenient manner (for example, categories, subcategories).

In response to the above question we answer it with the understanding that it is necessary to process and categorize in a more convenient way the results included in the lines 441-583, which are included in the chapter 5 of the results.

5."Results

The main results have been included in two blocks. First, those of the olive oil companies that have been Born Global and, second, those of the non-Born Global companies. These results are as follows:

Born Global companies: Aires de Jaén and Castillo de Canena. After the study, we see that both share similar entry strategies:
With regard to the resources and capabilities of the region derived from the olive grove:

-(a) They are companies with family tradition and knowledge in the sector.

-(b) The olive oil culture has been transmitted from parents to children.

-(c) The personnel are mainly from the region, which leads to greater knowledge of the whole process of oil extraction and to a greater involvement in the feeling of the area, except for the sales office of Castillo de Canena in Madrid.

Relationships with economic, social and institutional actors are weak:

-(a) Many of the companies with which they collaborate are located outside the region under study, so it is not part of the network that is created between companies established in the same region, and these companies do not participate in the dissemination of innovation and knowledge among companies, etc.

-(b) They have had little relationship with the corresponding municipalities.

-(c) They have received little support from associations, organizations and institutions in the internationalization process. For example, they have only been supported by EXTENDA, ICEX and the Provincial Council of Jaén through the organization of international trade fairs, advice, agendas and trade missions, etc.

-(d) Only Castillo de Canena has collaborated with technology centers and is participating in research projects.

3 These companies have followed strategies of market orientation, networking and international entrepreneurship:

-a) From the start, the managers knew the sector and had previous business experience in other countries, which fostered their desire to be international from the very beginning. The founders/managers or those in charge of internationalization have a high level of training and knowledge in the sector. For example, Matías (manager of Aires de Jaén) had worked for the beer company El Águila, and Rosa (business and sales manager of Castillo de Canena) for The Coca-Cola Company.

-b) From their beginnings they had a relationship with EXTENDA, ICEX and the Provincial Council of Jaén, studying the market to which they could direct their products and adapting production to the needs of the international consumer, for which they have different commercial brands. In addition, Castillo de Canena, from the beginning, not only attended international fairs, but the sales director and the manager traveled to different countries and got to know them firsthand (restaurants, gourmet products, etc.). Both are committed to training their human capital in the culture of the olive grove and to transmitting the importance of Extra Virgin Olive Oils (EVOOs). In this way, they are great supporters of “Oleotourism” (Olive Oil Tourism) to make the product known, to transmit the culture of the olive grove from the countryside and to better understand the needs and tastes of the consumer. Thus, they emphasize that to strengthen their relationships with international clients, they must bring the clients to the region so they can learn about the culture of the olive grove, visit the farms and the facilities, taste the olives and the oil, etc.

-c) They have studied and have prepared conscientiously to attend international fairs of recognized prestige to make the product known, which involves studying the market to be targeted. Therefore, before initiating the internationalization process, both companies carried out market studies, which provided them with information on the most recognized certificates required in each country, the packaging required, the labeling, the taste and color of the oil (for example, some Japanese customers don’t like the green color of the oil), etc.

-(d) They have used innovative practices, from cultivation to marketing, while respecting the environment. They have worked from the beginning for biodynamics in cultivation, protecting and respecting the environment. In this way, they obtain innovative products.

The intellectual capital of the companies has achieved competitive capabilities that have allowed them to become Born Global:

-a) Human capital has been the key element in the whole process since each company was founded. Work teams were created composed of professionals with high levels of training and previous experience in their position. Likewise, before exporting, the personnel had developed skills, attitudes and abilities that facilitated their adaptation to the demands of the international market, for example through the flexible organization of production. The Internationalization Department is made up of a group of people with experience, knowledge, academic and foreign language training and previous international experience.

-b) They have created new relationships based on those obtained previously and have maintained them over time. Thus, they use their attendance at trade fairs to obtain feedback from clients, distributors, chefs, journalists, etc., that is to say, they perform an important task by maintaining and creating relational capital.

-(c) The organization is integrated in the whole process, from the olive grove to the marketing of the oil.

-(d) Technological capital facilitates the management and application of technologies in the different parts of the process of production and marketing of EVOOs.

Finally, it should be noted that among the main differences between the two companies is the commitment of Castillo de Canena to biodiversity and biodynamic agriculture since its earliest days, evidenced by having obtained the corresponding certifications that endorse these practices, such as that of Corporate Social Responsibility. Likewise, both companies have different product strategies, since Aires de Jaén produces EVOO, virgin olive oil and olive oil, among others, while Castillo de Canena only produces EVOO in its different varieties.
Non-Born Global companies: Galgón 99 and El Trujal de la Loma:
Neither of them has pursued market, network and international entrepreneurship orientated strategies during the first three years from their creation, but have done so in later years. However, the exception of Galgón 99 should be noted since it has provided innovative services from its beginnings (premium EVOOs). Likewise, in both companies the intellectual capital reached competitive levels more than three years after the creation of the company, which means that the period required to become international is different (six years from its creation in the case of Galgón 99 and ten for El Trujal de la Loma).
Regarding the resources and capacities of the region derived from the olive grove:

-(a) They have tradition and knowledge in the sector.

-(b) The workforce is mainly local, which has led to the fact that they are skilled in the cultivation, harvesting and processing of the products.

-(c) The oil mills have been built on the farms, since they have been adapted to the requirements of the new EVOO production, so the old ones have not been used.

-(d) El Trujal de la Loma uses an old farmhouse of Renaissance origin for the promotion of its product.

In relation to economic, social and institutional actors (associations, organizations, institutions, companies, technology centers, etc.), they have little relationship with these entities:

-(a) They have not collaborated with technology centers.

-(b) They have had few interactions with the corresponding municipalities.

-(c) They have had minimal support from associations, organizations and public institutions to initiate exports. For example, from EXTENDA, ICEX and the Provincial Council of Jaén, although the findings show that Galgón 99 has collaborated more than El Trujal de la Loma.

-(d) They prefer to work with local companies (supply, labeling, repair, etc.).

-(e) Marketing, IT, design, etc. are done in-house.

These companies have followed strategies of market orientation, networking and international entrepreneurship more than three years after their creation:

-(a) In both cases, the founder had no experience of having participated in other internationalization processes and had no previous business knowledge of the sector, so they did not have the intention from the creation of the company to be international.

-(b) Innovation is applied in cultivation, harvesting, production and marketing. In this way they have developed an innovative culture. Both are committed to producing superior quality EVOO (Galgón 99 with premium oil, from the beginning, and El Trujal de la Loma with organic oil, some years after its creation). They also both hired an external person to manage internal and external marketing.

-(c) The person in charge of exports at Galgón 99 had a high level of education (degree in Business Administration and Management), experience in the sector and international experience, and at El Trujal de la Loma she had a medium level of education (focused on tourism) and no previous or international experience.

-(d) Galgón 99 prepares thoroughly for participation in recognized international fairs. It adapts the packaging, labeling, etc. of its oil to the international client. Thus, it obtains international quality certificates and receives awards and recognition abroad. At these fairs they attract customers from all over the world.

-(e) El Trujal de la Loma did not prepare for the first international fair they attended and the company does not adapt the product to the needs of the international customer. The same organic product with two brands (Spíritu_Santo and El Trujal de la Loma) is sold to both national and international customers. Neither of the companies specifically studies the market they intend to target in order to offer a product that meets the expectations, tastes, requirements, etc. of the end consumer.

-(f) Galgón 99 obtained its first clients through an international fair promoted by EXTENDA and El Trujal de la Loma through national contacts abroad.

The human, organizational, relational and technological capital of these companies reached competitive capacities more than three years after their creation, but in different ways:

-(a) At Galgón 99 they train the staff to involve them in the whole process. Likewise, they are considered a fundamental part of the process, since they transmit the oil culture, objectives, mission and values of the company. At El Trujal de la Loma it is the person responsible for internationalization who is trained through specialized courses.

-(b) In both companies, the organization is integrated in the entire process from the olive grove to marketing.

-(c) Galgón 99 is capable of creating new networks of contacts from those obtained previously and holds informative meetings with former clients to strengthen the relationship of trust, while El Trujal de la Loma has difficulties in maintaining previous relationships with distributors over time and normally carries out the same follow-up for national clients as for international ones.

-(d) The technical and management skills of Galgón 99 personnel were developed before starting the internationalization process and El Trujal de la Loma is in the process of doing so.

Finally, we must point out that Galgón 99 has followed a faster internationalization process than El Trujal de la Loma, since once the first exports began, its international expansion has been faster. Thus, El Trujal de la Loma is still immersed in a gradual expansion process, while Galgón 99 has been through an accelerated one. The factors that may explain the different pace of internationalization may be related to the differences described above (market knowledge, human resources training, international experience, international networking, etc.).

In conclusion, after the case studies and the results obtained, we put forward the following propositions: in order for companies in the olive sector to convert the comparative advantages of the region into competitive ones and become international (more than three years from their creation), they must follow the following strategies, and in order to do so in an accelerated manner, that is, to become Born Global, they must carry them out within the first three years from their creation.

Proposition 1: the founder/manager or person in charge of internationalization must have objective knowledge of the market and the country where the internationalization process is to be initiated.

Proposition 2: the founder/manager or person in charge of internationalization should possess experiential knowledge of having participated in internationalization processes of previous companies.

Proposition 3: the company should establish an international network (foreign trade agencies, attendance at trade fairs, congresses or participation in research, trade missions, customers, business services, suppliers, competitors, peers, related sectors, etc.).

Proposition 4: the founder should demonstrate autonomy, innovation, proactivity, proclivity and competitive aggressiveness towards the international market. That is, they should have the independence and freedom to pursue an idea and see it through to the end (autonomy), tend to support new ideas and creative processes that can lead to new products, processes or services (innovation), have a forward-looking perspective towards the international market (proactivity), be inclined to enter new markets (proclivity) in order, for example, to improve their position (competitive aggressiveness).

Proposition 5: the company should offer innovative products, e.g. premium EVOOs.

The above propositions also enable the company and, therefore, the region to obtain dynamic and competitive capabilities through intellectual capital (human, organizational, relational and technological). The following propositions with regard to intellectual capital are identified. Olive oil companies should:

Proposition 6: attain values, attitudes, aptitudes and capabilities favorable to the internationalization process (human capital).

Proposition 7: follow an organizational learning process (organizational capital).

Proposition 8: have an organizational culture (organizational capital).

Proposition 9: use the international relationships previously created to obtain new ones and maintain them over time (relational capital).

Proposition 10: use technological management techniques (technological capital).

Proposition 11: have a culture of innovation (technological capital)".

[1] In bold type appears the modifications made by the suggestions of the reviewers

Reviewer 4 Report

Please find my comments below.
1. What gaps in knowledge would you like to address as the purpose of this paper? Presentation of technical research results may not be suitable to fill knowledge gaps in the field of your study. Please clearly address major challenges regarding the research topic and your novel contribution(s) to your field and in the context of your study.
2. I couldn't identify any hypotheses emphasized in the text.
3. I recommend adding some references to the latest subject literature (including Web of Science and Scopus papers).
4. I also believe the catalog of the literature cited is rather poor. I suggest expanding the list of literature studies by the years 2019-2021.
5. I am not fully qualified to evaluate your English, but it appears that a professional native speaker must be involved to improve your writing.

Author Response

Review report

The importance of endogenous resources for internationalization: competitive advantages in the olive groves of southern spain

Sustainability

First of all, we would like to thank the reviewers for their suggestions, which undoubtedly improved the initial work and whose modifications are presented below:[1]

REVIEWER 4

Please find my comments below.

What gaps in knowledge would you like to address as the purpose of this paper? Presentation of technical research results may not be suitable to fill knowledge gaps in the field of your study. Please clearly address major challenges regarding the research topic and your novel contribution(s) to your field and in the context of your study.

In response to the previous question, we state that the general purpose and the contribution are found in chapter 1 in paragraphs 5, 6 and 7. We justify this:

"The general purpose of this work has been to know how companies in the olive oil sector can convert the comparative advantages of the territory derived from the olive grove (culture, tradition, infrastructure, etc.) into competitive ones in order to become international as soon as possible, since if companies operate in foreign markets it entails economic and social benefits both for the companies and for the territory through the creation of employment, reducing national competition, developing new production techniques, creating international networks, introducing innovations, etc.

This research is a theoretical contribution since there are no studies that show how companies in the olive sector can internationalize based on the comparative advantages of the territory. Likewise, among the most recent studies are: of Bouhaddne and Mili [5], that analyze the key factors and future strategies for the internationalization of Spanish olive oil from the perspective of the value chain. Moral and Lanzas [6] point out the low export activity of olive oil companies, while Rodríguez-Cohard et al. [7] study how to adapt the olive oil production model to the new market situation, including capital, knowledge and tradition as endogenous factors. Bernal-Jurado et al. [8] address the problem of scarcity and the nature of sales outlets in the organic olive oil sector. Moral-Pajares et al. [9] aim to know the forms of participation of the Andalusian olive oil sector in international markets, in order to understand the magnitude and characteristics of its recent evolution. Likewise, it tries to identify the main strategies followed by the companies in their internationalization process with the aim of pointing out the most efficient ones. Sánchez-Famoso et al. [10] identify the mediating role of cooperation agreements in the relationship between the participation of families in business internationalization and their level of international engagement.

Therefore in this paper we have added the keys for olive sector firms to convert the comparative advantages of the territory into competitive ones. Likewise, we have applied a previous model of internationalization to companies in the olive sector, which leads us to think that following strategies of market orientation, networking and international entrepreneurship entails that human, organizational, relational and technological capital achieve competitive advantages so that companies in the olive sector can be international”.

I couldn't identify any hypotheses emphasized in the text.

In response to the above question we have included a hypothesis emphasized in the text in chapter 1 paragraph 7:

The theoretical contribution of this work has been to adapt and apply a framework, which we have previously proposed to other internationalized companies, to companies in the olive sector. In this way, we have applied a previous model of internationalization to companies in the olive sector, which leads us to think that following strategies of market orientation, networking and international entrepreneurship involves human, organizational, relational and technological capital to achieve competitive advantages so that companies in the olive sector can be international".

I recommend adding some references to the latest subject literature (including Web of Science and Scopus papers).
I also believe the catalog of the literature cited is rather poor. I suggest expanding the list of literature studies by the years 2019-2021

Both questions are answered below. The article has been supplemented with the following bibliography, which includes recent literature:

Rodríguez-Cohard, JC., Sánchez-Martínez, JD. And Garrido-Almonacid, A. Strategic responses of the European olive-growing territories to the challenge of globalization, European Planning Studies, 2020, 28 (11), (Web of Science)

In our article we have introduced it in chapter 2 paragraph 4 and it reads as follows:

"Under the above premises is the work of Rodriguez-Cohard et al. [17], in which a comparative study of four European olive-growing regions that are employing different strategies to adapt to the changes brought about by globalization is carried out. This study shows how each territory determines its growth potential".

Moral-Pajares, E.; Sánchez-Martínez, J.D.; Mozas-Moral, A.; Bernal-Jurado, E.; Medina-Viruel, MJ. Local resources and global competitiveness: the export of Virgin Olive Oil in Andalucía, Boletín de la Asociación de Geógrafos Españoles, 2015, Vol. 69, 415-435. (Web of Science)

The article includes in chapter 1, paragraph 6:

"Moral-Pajares et al. [9] seek to know the forms of participation of the Andalusian olive sector in international markets, in order to understand the magnitude and characteristics of its recent evolution. It also tries to identify the main strategies followed by the companies in their internationalization process with the aim of pointing out the most efficient ones".

Sánchez-Famoso, V.; Cano-Rubia, M.; Fuentes-Lombardo, G. El papel de los convenios de cooperación en la internacionalización de las empresas españolas de la familia de la bodega y el aceite de oliva, Revista Internacional de Investigación de Negocios Vitivinícolas, 2019, Vol. 31(4), 555-577. (Web of Science)

The article includes in chapter 1, paragraph 6:

"Sánchez-Famoso et al. [10] identify the mediating role of cooperation agreements in the relationship between families' participation in business internationalization and their level of international engagement".

Mudalige D., Azizi-Ismail, N.; Abdul-Malek, M. Eploring the role of individual level and firm level dynamic capabilities in SME´s internationalization, Journal of International Entrepreneurship, 2019, Vol. 17, 41-74. (Web of Science)

In the article we have been included in chapter 2 paragraph 7:

"Thus, Mudalige et al. [25] studies the applicability of dynamic capabilities at the individual and firm level in the internationalization process of SMEs and it is found that owner-specific dynamic capabilities has a positive influence on both firm-specific dynamic capabilities and internationalization. Moreover, the dynamic capabilities of the firm have a mediating effect between owner-specific capabilities and internationalization. This paper confirms the relevance of the dynamic capabilities theory for internationalization."

Sánchez-Martínez, J.D.; Rodríguez-Cohard, J.C.; Garrido-Almonacid, A.; Gallego-Simón, V.J. Social innovation in Rural Areas? The case of Andalusian Olive Oil Cooperatives, Sustainability,2020, Vol. 12(23). (Web of Science)

In the article we have been included in chapter 6, paragraph 6:

"Sánchez-Martínez et al. [60] indicate that the strategic change initiatives carried out in the region must be in line with its institutional framework, since informal institutions are key in shaping a positive outcome from the changes implemented so that they become processes of social innovation and endure over time, which contributes to improving the quality of life of the area's citizens."

Vázquez-Barquero, Reflexiones teórica sobre la relación entre el desarrollo endógeno y economía social. Revista Iberoamericana de Economía Solidaria e Innovación Socioecológica, 2018, 1, 11-22,

The article includes in chapter 2, paragraph 2:

"Economic and productive factors condition the processes of capital accumulation, but they do not do so in isolation; rather, it is the interaction between them that drives the increase in productivity and growth. In other words, development depends on the effects produced by the coordination between the forces of development. According to the above, growth processes are energized when the forces that activate the development processes act together, creating synergies between them and reinforcing their effect on the returns to capital and labor, so that the development factors act in a network and allow increasing the effect of each of the development processes [14]"

Mozas-Moral, A., Fernández-Uclés, D., Bernal-Jurado, E. and Medina-Viruel, MJ. Sostenibilidad, desarrollo endógeno y economía social. Revista Iberoameriacana de Economía Solidaria e Innovación Sociológica, 3, 17-35, 2020.

In the article we have been included in chapter 2, paragraph 6,

"Since according to Mozas-Moral et al. [21], endogenous development can emerge in a diffuse way in the territories if endogenous resources are used. To achieve this, they must follow a set of strategies and update their initial capacities [22,23], which are derived from the territory."

I am not fully qualified to evaluate your English, but it appears that a professional native speaker must be involved to improve your writing.

The article has been translated by a professional in the native material.

[1] In bold type appears the modifications made by the suggestions of the reviewers

Author Response File: Author Response.docx

Round 2

Reviewer 3 Report

Dear Authors,

Thank you so much for the revisions. You have made a huge job. The current version of the manuscript leaves a much better impression; however, I still have some particular suggestions:

It is unusual to provide graphs and maps in the introduction. They could go to annexes.
In p. 3 you write: “Specifically, the goal is has discovered how companies in the Extra Virgin Olive Oil (EVOO) sector can become internationalized”. The sentence is unclear.
There exist doubts if Table 3 and the subsequent text (and tables as well) are a part of Methods for data analysis. To my view of thinking they are part of “Results”.
Table 4 looks like a raw data. It should be provided in a more constructive manner.
Generally speaking, the analysis of results should be presented more constructively, highlighting the most important aspects and findings. It seems that there is too much redundant information.

Author Response

The importance of endogenous resources for internationalization: competitive advantages in the olive groves of southern spain

Sustainability

First of all, we would like to thank the reviewers for their suggestions, which undoubtedly improved the initial work and whose modifications are presented below:[1]:

REVIEWER 3

Dear Authors,

Thank you so much for the revisions. You have made a huge job. The current version of the manuscript leaves a much better impression; however, I still have some particular suggestions:

It is unusual to provide graphs and maps in the introduction. They could go to annexes.

Thank you for your suggestion. In response to the previous question I have incorporated graphs and maps in the introduction since reviewer 1 suggested it. Anyway I am waiting for the response of reviewer 1 to the modifications made. If possible I can include the maps and graphs in the annexes.

In p. 3 you write: “Specifically, the goal is has discovered how companies in the Extra Virgin Olive Oil (EVOO) sector can become internationalized”. The sentence is unclear.

In response to the previous question. The theoretical framework described in section 2 applies to companies in the olive sector, which have comparative advantages derived from the territory that can make them competitive by means of the propositions included in this article, and in this way these companies can internationalize before others.

There exist doubts if Table 3 and the subsequent text (and tables as well) are a part of Methods for data analysis. To my view of thinking they are part of “Results”.

Forgive the mistake on my part. I think there has been a mistake since I thought that in point 8 of the previous correction I should have included it. Thus I am going to modify according to the first version in which it is part of the results. In addition, in response to the question in point 8 of the previous amendment I am including a paragraph 2 in which we indicate the methods used.

As follows appears in the article:

“Therefore, the study method has been the comparative method, which, according to Aguilera-Hintelholher (2013), allows us to study the similarities and differences between business structures and allows us to delve into the analysis of the actors, contexts, processes, times and developments that are organized as systems of institutions and mode of operation. It also allows us to study the factors, processes and times that make their development possible in a diverse and contrasted way. In this way, the comparative method has allowed us to know the similarities and differences between the cases, as well as the development of the internationalization process, times, key factors, etc. We have also used the inductive method, which proposes an ascending reasoning that flows from the particular or individual to the general, thus becoming a reflection focused on the end. In this way, it can be observed that induction is a logical and methodological result of the application of the comparative method (Abreu, 2014). Therefore, by means of this inductive method we have achieved a logical result that has taken the form of a set of propositions.”

In addition, the following bibliography has been incorporated, which helps us to justify the choice of comparative and inductive methods:

- Aguilera-Hintelholher, R.M. Identidad y diferenciación entre método y metodología. Estudios Políticos, 2013, 28 January-April 2013, 81-103,

- Abreu, J.L. Research method. International Journal of Good Conscience, 2014, 9(3) 195-204.

Table 4 looks like a raw data. It should be provided in a more constructive manner.

In response to the previous question, we have included some modifications that have consisted of:

- Eliminate name of the founders, since it is indifferent to be international.

- Eliminate the names of the companies in which he has previously worked, since he could have worked in another international company. Therefore, it is not important.

- Eliminating the countries in which the first exports began, since it could have been in any other country. Therefore, it is not important.

- Eliminate some data that seemed to be repeated.

- Process some data.

The modifications made to Table 4 have been made in order to conform to the reviewer's suggestions. If they do not meet your requirements, please explain your suggestions to me in more detail.

I remain at your disposal

Table 4. Internationalization strategies: Individual analysis of cases

*Aires de Jaén (Born Global)*
IMOS¹	- One of the founders, had experience working in another company in the agri-food sector. It also made a major commitment to training and integrating personnel and creating differentiated teams adapted to the demands and of the international market. Besides, the company hired an expert in the sector and in other internationalization processes, with a high level of training. - The company’s international strategy has been focused on adapting the profile of the oil to each international market: tastes, packaging, etc. Consequently, they have a perfect knowledge of the market to which their products are directed. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- The first international contacts were made thanks to the support of the Andalusian Agency for Foreign Promotion (EXTENDA) and Foreign Trade Institute (ICEX), through attendance at two international fairs of recognized prestige in the agri-food sector (Paris and Amsterdam). Before attending such events, they prepare, plan and focus on the client to whom the product is directed. - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
IEOS³	- From the very beginning the company has been committed to being international. - The founders are proactive and are inclined to enter international markets. - They are committed to selling innovative products such as Extra Virgin Olive Oi (EVOO).
HC⁴	- Staff was trained and integrated to create dynamic and highly differentiated teams, adapted to the demands of the international market. - In 2015, an expert of Taiwanese origin was hired who speaks perfect Mandarin and is knowledgeable about the sector. Additionally, in 2013-2016, joined the company two members of the fourth generation of the family. Both are graduates, with specific training in the sector, foreign language skills and international experience in other companies.
OC⁵	- They have an organizational culture that allows them to adapt to new international markets.
RC⁶	- They have maintained the relationships created since their beginnings and have created new ones in their international expansion.
TC⁷	- They have an innovative culture since their beginnings. - They have technical and technological management skills that add value to the product.
*Castillo de Canena (Born Global)*
IMOS¹	- The company was created in 2003 to produce and market EVOOs in Spain and abroad. - They founders had a high level of education, knowledge of languages, and the experience of having participated in a marketing management position and in different national and international financial institutions. - Due to this experiential knowledge, along with the resources and capabilities they possessed, they decided to found the company. From the beginning, the founders took the initiative to conduct market research. They traveled and made contacts, as well as interviewed some producers, studied competitors and discovered that the sale of premium EVOO of superior category was almost negligible and that there was a great opportunity in the international market, as well as a great lack of knowledge about the oil, an issue that would have to be addressed. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- In 2004, with the help of the Provincial Council of Jaén, they attended the international fair (Alimentaria) and captured their first international clients. In that way they began to export. During this period they carried out the PIPE Plan (Initiation Plan for Internationalization) of ICEX. In addition to attending international fairs, they created new contacts by their own means and resources. - They have relied on chefs to transmit the value of premium oil to private consumers. - The importers and/or distributors were the target of this strategy, and they had to be motivated and excited. - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
IEOS³	- From the very beginning the company has been committed to being international. - The founders are proactive and are inclined to enter international markets. - They are committed to selling innovative products such as Extra Virgin Olive Oil (EVOO).
HC⁴	- They have well-trained staff with a very clear culture established by the company capable of adapting to the international market. - In 2005 an export manager with a high level of training and commercial experience in the sector was incorporated, who is in charge of Europe.
OC⁵	- The agronomic, industrial and commercial parts are integrated, which means that organizational learning is transferred to the whole company as a whole.
RC⁶	- They have maintained the relationships they have built up since their beginnings and have created new ones in their international expansion.
TC⁷	- Another of the pillars of this company is research, innovation and development, given that since its beginnings they have participated with both technology centers and universities in different projects, which has allowed them to be pioneers in implementing techniques that lead to respect for the environment, the habitat, the ecosystem, biodiversity, sustainability and bio-dynamism and, as such, they are endorsed by the corresponding certificates. - They have technical and technological management skills that add value to the product.
*Galgón 99 (No Born Global)*
IMOS¹	- The founder had no international experience, but he has a degree in Business Science and a background in olive oil production and processing. He also wanted his company to be international due to the stiff competition in the domestic market, which was one of the reasons that led him to produce premium oil. - In 2009 they hired the head of marketing and exports. - Its great challenge has been to market the same premium oil Oro Bailén to both the national and international markets, adapting the packaging, labeling and design to the needs and tastes of foreign customers. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- During her first year the head of marketing and export carried out the PIPE plan promoted by ICEX, and in 2010-2011 they attended an international fair in Barcelona and subsequently attended fairs of greater international recognition (in Paris and Germany), which allowed them to create a network of distributors around the world - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
IEOS³	- Their main goal was to produce high quality, innovative and environmentally sustainable oil. - The founder wanted the company to be international, but not from the start.
HC⁴	- The head of marketing and exports, who possesses a degree in Business Administration and Management, a master's degree and foreign language skills and has experience of having participated in the internationalization process of a previous company in the sector - In this company, all the company´s personnel trained in order to transmit the culture and love for the olive grove to the customer.
OC⁵	- They have an organizational culture that allows them to be more flexible in the international market.
RC⁶	- Maintain initial relationships and create new ones in their international expansion.
TC⁷	- They offer innovative products through Premium EVOO. - Have technical and technological management skills.
*El Trujal de la Loma (No Born Global)*
IMOS¹	- It was in 2010 that the company decided to change from traditional agriculture to organic farming. To do this, it was necessary to progressively change from traditional to organic farming using innovative techniques. - The founder wanted the company to be international due to the domestic market’s lack of knowledge about organic oil, but when they began exporting they discovered that they had difficulties operating in the international market, and they didn’t conduct market research or adapt their product to the needs of international customers. - In 2008, the current head of the Sales Department (national and international) joined the company and before that time only a few isolated exports were made. In 2012, the first continuous exports and were initiated through contacts with importers and national customers who had expanded abroad. - Neither the founder nor the manager of foreign sales had experience of having participated in other prior internationalization processes. The founder had knowledge of the crop, being an agricultural engineer, and the head of internationalization has a higher degree in tourism and knowledge of foreign languages. It did not carry out market research or adapt the product to the needs of the international customer. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- The first exports were initiated through contacts with importers and national clients abroad. - They relied on EXTENDA and ICEX to attend international fairs.
IEOS³	- The founder did not want the company to be international from the beginning, - In 2010 the traditional agriculture was changed to organic. For this it was necessary to progressively change from traditional to organic farming using innovative techniques. It was from this year when the founder wanted the company to be international due to the lack of knowledge about organic oil.
HC⁴	- In 2008, the current head of the Sales Department (national and international) joined the company and before that time only a few isolated exports were made. - The person in charge of internationalization has a higher education degree in tourism and knowledge of languages. - Most of the company personnel is temporary, so that for most of the year the company is made up of 5 people
OC⁵	- They have difficulties in developing learning and organizational culture.
RC⁶	- They have difficulties in maintaining international relations, as well as in creating new ones.
TC⁷	- They have an innovative culture due to the type of organic EVOO cultivation. - They have technical and technological management skills.

1 IMOS: international market orientation strategies. 2 INOS: international network orientation strategies. 3 IEOS: international entrepreneurship orientation strategies. 4 HC: human capital. 5 OC: organizational capital. 6 RC: relational capital. 7 TC: technological capital

Generally speaking, the analysis of results should be presented more constructively, highlighting the most important aspects and findings. It seems that there is too much redundant information.

In response to the previous question, we have the analysis of results (section 4) should be presented more constructively, We have also highlighted the most important aspects and findings.

Results

The main results have been included in two blocks. On the one hand, those of the olive oil companies that have been Born Global and, on the other hand, those of the non-Born Global companies. These are as follows:

Born Global companies: Aires de Jaén and Castillo de Canena have converted the comparative advantages (family tradition, knowledge in the sector, culture for olive oil transmitted from parents to children, personnel with skills and qualities favorable to the harvesting, extraction and processing of olive oil, the support of EXTENDA, ICEX and Provincial Council of Jaén, among others.) the territory into competitive ones, which have allowed them to internationalize in an accelerated manner within three years of their incorporation. To this end, these companies have implemented the following strategies:

-A) International market orientation, since the managers from the beginning knew the sector and had previous national and international business experience and had high training and knowledge in the sector. They studied the market to which they could direct their products, adapted the product to the needs of the international consumer, had information to know the certificates of greater recognition that it should have in each country, the packaging required, the labeling, the flavor and color of the oil. In addition, from the beginning they have studied and prepared conscientiously the attendance to international fairs of recognized prestige to make the product known.

-B) Orientation to the international network: from the beginning they had a relationship with EXTENDA, ICEX and Provincial Council of Jaén. They attend international fairs, contact chefs, importers, distributors, among others.

-C) International entrepreneurship orientation: the founders wanted their company to be international from its inception. They have used innovative practices from cultivation to marketing while respecting the environment. They have worked from the beginning for biodynamics in cultivation, protecting and respecting the environment. In this way, they obtain innovative products.

Intellectual capital has also achieved competitive advantages:

(A) Human capital has been the key piece in the whole process since the birth of the company. Work teams composed of professionals with high academic and language training and previous experience in their position were created. Likewise, before exporting, the personnel had developed skills, attitudes and abilities that favored their adaptation to the demands of the international market.

B) Relational capital: they have created new relationships from those obtained previously and have maintained them over time. To this end, they have used their attendance at trade fairs to obtain feedback from customers, distributors, chefs, journalists, etc. Likewise, they have made a great commitment to Oleotourism, to make the product known, transmit the olive grove culture from the field, etc., which strengthens the relationship with the international client.
C) Organizational capital: the organization is integrated in the whole process, from the olive grove to the commercialization of the oil.
D) Technological capital facilitates the management and application of technologies in the different parts of the EVOO production and marketing process.

Finally, it should be noted that among the main differences between the two companies is Castillo de Canena's commitment to biodiversity and biodynamic agriculture since its beginnings, obtaining the corresponding certifications that endorse them, such as Corporate Social Responsibility. Likewise, both have different product strategies, since Aires de Jaén produces EVOO, virgin olive oil and olive oil, among others, while Castillo de Canena produces only extra virgin olive oil in its different varieties.

Non-Born Global companies: Galgón99 and El Trujal de la Loma have comparative advantages derived from the territory (family tradition, knowledge in the sector, olive oil culture transmitted from parents to children, personnel with skills and qualities favorable to the harvesting, extraction and processing of olive oil, as well as support from EXTENDA, ICEX and Provincial Council of Jaén, among others), but they have not followed market orientation strategies, network and international entrepreneurship during the first three years since their creation, but only after. Among the main reasons are that the founder had no experience of having participated in other internationalization processes and had no previous business knowledge of the sector. In addition, they did not have the intention of going international from the beginning, which implies that the period elapsed to become international is different (6 years from its creation in the case of Galgón99 and 10 in the case of El Trujal de la Loma).

One of the aspects for which they have opted has been innovation, which they apply in cultivation, harvesting, production and marketing. In this way, they have developed an innovative culture after three years since their creation. Both have opted to produce superior quality EVOO (Galgon99 with premium, from its beginnings and El Trujal de la Loma, with organic oil, years later since its creation).

In the internationalization process, there are differences among the companies Non-Born Global with respect to:

- Preparation of international fairs (study, participation, elaboration, exhibition, product, etc.).

-Adaptation of the packaging, labeling, etc., of the oil to the international client.

-Attracting international customers

-Study of the international market

-Adaptation of the product to the tastes, needs, requirements, etc., of each international market.

-Training and international experience of the person in charge of internationalization.

-Creation of new networks of contacts according to those obtained previously.

-Development of technical and technological management skills.

Finally, it should be noted that Galgón99 has followed a faster internationalization process than El Trujal de la Loma, since once the first exports began, its international expansion has been faster. Thus, El Trujal de la Loma is still immersed in a gradual expansion, while Galgón99 has been accelerated. The factors that may motivate the different pace of internationalization may be related to the differences described above (market knowledge, human resources training, international experience, international network, etc.).

In conclusion, after the case studies and the results obtained, we make the following propositions: in order for companies in the olive sector to convert the comparative advantages of the territory into competitive advantages and become international (after three years from their creation), they must follow the following strategies, and in order to do so in an accelerated manner, that is, to become Born Global, they must carry them out within the first three years from their creation.

Proposition 1: the founder/manager or person in charge of internationalization must have objective knowledge of the market and the country where the internationalization process is to be initiated.

Proposition 2: the founder/manager or person in charge of internationalization should possess experiential knowledge of having participated in internationalization processes of previous companies.

Proposition 5: the company should offer innovative products, e.g. premium EVOOs.

Proposition 6: attain values, attitudes, aptitudes and capabilities favorable to the internationalization process (human capital).

Proposition 7: follow an organizational learning process (organizational capital).

Proposition 8: have an organizational culture (organizational capital).

Proposition 9: use the international relationships previously created to obtain new ones and maintain them over time (relational capital).

Proposition 10: use technological management techniques (technological capital).

Proposition 11: have a culture of innovation (technological capital).

[1] In bold type appears the modifications made by the suggestions of the reviewers

The importance of endogenous resources for internationalization: competitive advantages in the olive groves of southern spain

Sustainability

First of all, we would like to thank the reviewers for their suggestions, which undoubtedly improved the initial work and whose modifications are presented below:[1]:

REVIEWER 3

Dear Authors,

Thank you so much for the revisions. You have made a huge job. The current version of the manuscript leaves a much better impression; however, I still have some particular suggestions:

It is unusual to provide graphs and maps in the introduction. They could go to annexes.

In p. 3 you write: “Specifically, the goal is has discovered how companies in the Extra Virgin Olive Oil (EVOO) sector can become internationalized”. The sentence is unclear.

There exist doubts if Table 3 and the subsequent text (and tables as well) are a part of Methods for data analysis. To my view of thinking they are part of “Results”.

As follows appears in the article:

In addition, the following bibliography has been incorporated, which helps us to justify the choice of comparative and inductive methods:

- Aguilera-Hintelholher, R.M. Identidad y diferenciación entre método y metodología. Estudios Políticos, 2013, 28 January-April 2013, 81-103,

- Abreu, J.L. Research method. International Journal of Good Conscience, 2014, 9(3) 195-204.

Table 4 looks like a raw data. It should be provided in a more constructive manner.

In response to the previous question, we have included some modifications that have consisted of:

- Eliminate name of the founders, since it is indifferent to be international.

- Eliminate the names of the companies in which he has previously worked, since he could have worked in another international company. Therefore, it is not important.

- Eliminating the countries in which the first exports began, since it could have been in any other country. Therefore, it is not important.

- Eliminate some data that seemed to be repeated.

- Process some data.

The modifications made to Table 4 have been made in order to conform to the reviewer's suggestions. If they do not meet your requirements, please explain your suggestions to me in more detail.

I remain at your disposal

Table 4. Internationalization strategies: Individual analysis of cases

*Aires de Jaén (Born Global)*
IMOS¹	- One of the founders, had experience working in another company in the agri-food sector. It also made a major commitment to training and integrating personnel and creating differentiated teams adapted to the demands and of the international market. Besides, the company hired an expert in the sector and in other internationalization processes, with a high level of training. - The company’s international strategy has been focused on adapting the profile of the oil to each international market: tastes, packaging, etc. Consequently, they have a perfect knowledge of the market to which their products are directed. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- The first international contacts were made thanks to the support of the Andalusian Agency for Foreign Promotion (EXTENDA) and Foreign Trade Institute (ICEX), through attendance at two international fairs of recognized prestige in the agri-food sector (Paris and Amsterdam). Before attending such events, they prepare, plan and focus on the client to whom the product is directed. - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
IEOS³	- From the very beginning the company has been committed to being international. - The founders are proactive and are inclined to enter international markets. - They are committed to selling innovative products such as Extra Virgin Olive Oi (EVOO).
HC⁴	- Staff was trained and integrated to create dynamic and highly differentiated teams, adapted to the demands of the international market. - In 2015, an expert of Taiwanese origin was hired who speaks perfect Mandarin and is knowledgeable about the sector. Additionally, in 2013-2016, joined the company two members of the fourth generation of the family. Both are graduates, with specific training in the sector, foreign language skills and international experience in other companies.
OC⁵	- They have an organizational culture that allows them to adapt to new international markets.
RC⁶	- They have maintained the relationships created since their beginnings and have created new ones in their international expansion.
TC⁷	- They have an innovative culture since their beginnings. - They have technical and technological management skills that add value to the product.
*Castillo de Canena (Born Global)*
IMOS¹	- The company was created in 2003 to produce and market EVOOs in Spain and abroad. - They founders had a high level of education, knowledge of languages, and the experience of having participated in a marketing management position and in different national and international financial institutions. - Due to this experiential knowledge, along with the resources and capabilities they possessed, they decided to found the company. From the beginning, the founders took the initiative to conduct market research. They traveled and made contacts, as well as interviewed some producers, studied competitors and discovered that the sale of premium EVOO of superior category was almost negligible and that there was a great opportunity in the international market, as well as a great lack of knowledge about the oil, an issue that would have to be addressed. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- In 2004, with the help of the Provincial Council of Jaén, they attended the international fair (Alimentaria) and captured their first international clients. In that way they began to export. During this period they carried out the PIPE Plan (Initiation Plan for Internationalization) of ICEX. In addition to attending international fairs, they created new contacts by their own means and resources. - They have relied on chefs to transmit the value of premium oil to private consumers. - The importers and/or distributors were the target of this strategy, and they had to be motivated and excited. - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
IEOS³	- From the very beginning the company has been committed to being international. - The founders are proactive and are inclined to enter international markets. - They are committed to selling innovative products such as Extra Virgin Olive Oil (EVOO).
HC⁴	- They have well-trained staff with a very clear culture established by the company capable of adapting to the international market. - In 2005 an export manager with a high level of training and commercial experience in the sector was incorporated, who is in charge of Europe.
OC⁵	- The agronomic, industrial and commercial parts are integrated, which means that organizational learning is transferred to the whole company as a whole.
RC⁶	- They have maintained the relationships they have built up since their beginnings and have created new ones in their international expansion.
TC⁷	- Another of the pillars of this company is research, innovation and development, given that since its beginnings they have participated with both technology centers and universities in different projects, which has allowed them to be pioneers in implementing techniques that lead to respect for the environment, the habitat, the ecosystem, biodiversity, sustainability and bio-dynamism and, as such, they are endorsed by the corresponding certificates. - They have technical and technological management skills that add value to the product.
*Galgón 99 (No Born Global)*
IMOS¹	- The founder had no international experience, but he has a degree in Business Science and a background in olive oil production and processing. He also wanted his company to be international due to the stiff competition in the domestic market, which was one of the reasons that led him to produce premium oil. - In 2009 they hired the head of marketing and exports. - Its great challenge has been to market the same premium oil Oro Bailén to both the national and international markets, adapting the packaging, labeling and design to the needs and tastes of foreign customers. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- During her first year the head of marketing and export carried out the PIPE plan promoted by ICEX, and in 2010-2011 they attended an international fair in Barcelona and subsequently attended fairs of greater international recognition (in Paris and Germany), which allowed them to create a network of distributors around the world - The company carried out reverse trade missions in which the importers/distributors got to know the local resources and worked with the local team.
IEOS³	- Their main goal was to produce high quality, innovative and environmentally sustainable oil. - The founder wanted the company to be international, but not from the start.
HC⁴	- The head of marketing and exports, who possesses a degree in Business Administration and Management, a master's degree and foreign language skills and has experience of having participated in the internationalization process of a previous company in the sector - In this company, all the company´s personnel trained in order to transmit the culture and love for the olive grove to the customer.
OC⁵	- They have an organizational culture that allows them to be more flexible in the international market.
RC⁶	- Maintain initial relationships and create new ones in their international expansion.
TC⁷	- They offer innovative products through Premium EVOO. - Have technical and technological management skills.
*El Trujal de la Loma (No Born Global)*
IMOS¹	- It was in 2010 that the company decided to change from traditional agriculture to organic farming. To do this, it was necessary to progressively change from traditional to organic farming using innovative techniques. - The founder wanted the company to be international due to the domestic market’s lack of knowledge about organic oil, but when they began exporting they discovered that they had difficulties operating in the international market, and they didn’t conduct market research or adapt their product to the needs of international customers. - In 2008, the current head of the Sales Department (national and international) joined the company and before that time only a few isolated exports were made. In 2012, the first continuous exports and were initiated through contacts with importers and national customers who had expanded abroad. - Neither the founder nor the manager of foreign sales had experience of having participated in other prior internationalization processes. The founder had knowledge of the crop, being an agricultural engineer, and the head of internationalization has a higher degree in tourism and knowledge of foreign languages. It did not carry out market research or adapt the product to the needs of the international customer. - They have obtained recognized international certificates, awards and recognitions*.
INOS²	- The first exports were initiated through contacts with importers and national clients abroad. - They relied on EXTENDA and ICEX to attend international fairs.
IEOS³	- The founder did not want the company to be international from the beginning, - In 2010 the traditional agriculture was changed to organic. For this it was necessary to progressively change from traditional to organic farming using innovative techniques. It was from this year when the founder wanted the company to be international due to the lack of knowledge about organic oil.
HC⁴	- In 2008, the current head of the Sales Department (national and international) joined the company and before that time only a few isolated exports were made. - The person in charge of internationalization has a higher education degree in tourism and knowledge of languages. - Most of the company personnel is temporary, so that for most of the year the company is made up of 5 people
OC⁵	- They have difficulties in developing learning and organizational culture.
RC⁶	- They have difficulties in maintaining international relations, as well as in creating new ones.
TC⁷	- They have an innovative culture due to the type of organic EVOO cultivation. - They have technical and technological management skills.

Generally speaking, the analysis of results should be presented more constructively, highlighting the most important aspects and findings. It seems that there is too much redundant information.

In response to the previous question, we have the analysis of results (section 4) should be presented more constructively, We have also highlighted the most important aspects and findings.

Results

Intellectual capital has also achieved competitive advantages:

B) Relational capital: they have created new relationships from those obtained previously and have maintained them over time. To this end, they have used their attendance at trade fairs to obtain feedback from customers, distributors, chefs, journalists, etc. Likewise, they have made a great commitment to Oleotourism, to make the product known, transmit the olive grove culture from the field, etc., which strengthens the relationship with the international client.

C) Organizational capital: the organization is integrated in the whole process, from the olive grove to the commercialization of the oil.

D) Technological capital facilitates the management and application of technologies in the different parts of the EVOO production and marketing process.

In the internationalization process, there are differences among the companies Non-Born Global with respect to:

- Preparation of international fairs (study, participation, elaboration, exhibition, product, etc.).

-Adaptation of the packaging, labeling, etc., of the oil to the international client.

-Attracting international customers

-Study of the international market

-Adaptation of the product to the tastes, needs, requirements, etc., of each international market.

-Training and international experience of the person in charge of internationalization.

-Creation of new networks of contacts according to those obtained previously.

-Development of technical and technological management skills.

Proposition 5: the company should offer innovative products, e.g. premium EVOOs.

Proposition 6: attain values, attitudes, aptitudes and capabilities favorable to the internationalization process (human capital).

Proposition 7: follow an organizational learning process (organizational capital).

Proposition 8: have an organizational culture (organizational capital).

Proposition 9: use the international relationships previously created to obtain new ones and maintain them over time (relational capital).

Proposition 10: use technological management techniques (technological capital).

Proposition 11: have a culture of innovation (technological capital).

[1] In bold type appears the modifications made by the suggestions of the reviewers

Author Response File: Author Response.pdf

Reviewer 4 Report

Dear Author,
Thank you for the implemented corrections.
With wishes for success in further research.

Author Response

Dear reviewer,

Thank you very much for your suggestions, which have undoubtedly improved the final version of this article.

thank you very much

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