This study systematically reviews and synthesizes existing literature on globalization strategy adoption and its influence on firm competitive performance, with a specific contextual focus on Rwanda and comparable emerging markets. Anchored in Resource-Based View (RBV), transaction cost economics, and market integration theories, the paper explores how firms leverage globalization strategies such as standardization, localization, transnational integration, and digital globalization to achieve competitive advantage. Drawing on cross-sectoral evidence from telecommunications, banking, retail, manufacturing, and service industries, the study highlights how internal capabilities, market responsiveness, and global supply chain alignment jointly shape performance outcomes. The analysis integrates insights from multinational and regional firms, demonstrating that globalization strategies are not uniformly effective but contingent on institutional environments and firm-specific resources (Barney, 2019; Williamson, 2018). Empirical illustrations from African and global firms, including telecom and banking institutions, reveal that market integration enhances scalability, while localization strengthens customer satisfaction and brand loyalty. The study also emphasizes the growing role of digital globalization and customer-centric performance metrics in shaping competitive outcomes (Kim, 2022). Findings suggest that firms in Rwanda and similar economies must balance global efficiency with local adaptation to sustain long-term competitiveness.