Abstract A major research stream on effective global strategies has recognized business orientations as key drivers of global performance (e.g., Cadogan et al., 2001; Knight and Kim 2009; Zou and Cavusgil 1996). For example, since the seminal conceptualizations of market orientation were introduced (Kohli and Jaworski 1990; Narver and Slater 1990), it has been found to impact performance positively in domestic and international operations (e.g., Cadogan et al., 1999; Knight 1997). However, the complexity of the global market and the difficulties associated with availability, accessibility, and quality of needed information present firms with a need for additional strategic emphases (Diamantopoulos and Cadogan 1996). Accordingly, this research model focus on four strategic orientations, which separately and in combinations, have been discussed in the literature as international performance drivers. To our best knowledge, no previous study has assessed MILE orientation (Market, Innovative, Learning, and Entrepreneurial) as a high-order construct in the context of international operations and performance.