The purpose of this research study is to explore how decision-makers at Born Global enterprises form their strategies during the pre-internationalisation phase. In this study the researcher has combined theories from two academic fields, namely the strategic management field and the international entrepreneurship field. The main theories inherent in the study are: the strategic lenses and the strategic schools of thought (theories that belong to the strategic management field) and Born Global (theory that belongs to the international entrepreneurship field). These recently mentioned theories has been combined, leading to a depiction of a general theoretical framework, illustrating for how the researcher has made use of the chosen theories in the study. In order to fulfil the study’s aim, the researcher has conducted a qualitative and multiple-case study, where seven different case companies (Algoryx Simulation AB, CodeMill AB, COS Systems AB, North Kingdom Design & Communication AB, Oryx Simulations AB, Prediktera AB and Xore AB) from a peripheral area of northern Sweden (Umeå and Skellefteå) have been investigated through semistructured interviews. After performing the seven interviews, the obtained empirical data has been analysed by using the analysis strategy theoretical propositions and the analytical technique of cross-case analysis. From this study, the researcher has found out that in the pre-internationalisation phase decision-makers at Born Global enterprises form their strategies in accordance with the configuration school, where these individuals alternates by different strategic making procedures along the process. This in turn implies that these individuals make use of a mixture of proactive and reactive strategy making procedures along the process, where the character of the strategy is determined by their respective applied procedures. Moreover, the research findings have showed that the selection of strategy making procedures is highly dependent on the company’s context. Additionally, the research findings indicated that legitimate key individuals such as the company’s founder/-s or entrepreneur/-s are highly involved and influential in the companies’ strategy-making process during the pre-internationalisation phase.