Both the size and the rapid growth of global exporting have focused the attention of marketing researchers on the factors associated with firms' export performance. However, knowledge of this increasingly important domain of marketing activity remains limited. To address this knowledge gap, the authors draw on the strategy and marketing literature to develop an integrative theory of the antecedents of export venture performance. The interplay among available resources and capabilities, competitive strategy decisions, and competitive intensity determines export venture positional advantages and performance outcomes in the theoretical model. The authors empirically assess predicted relationships using survey data from 287 export ventures. Results broadly support the theoretical model, indicating that resources and capabilities affect export venture competitive strategy choices and the positional advantages achieved in the export market, which in turn affect export venture performance outcomes. In contrast to structure-conduct-performance theory predictions, the data indicate that the competitive intensity of the export marketplace does not have a direct effect on export venture positional advantages or performance. However, competitive intensity moderates the relationship between export venture competitive strategy choices and the positional advantages realized.

Export performance is one of the most widely researched but least understood and most contentious areas of international marketing. To some extent, this problem can be ascribed to difficulties in conceptualizing, operationalizing, and measuring the export performance construct, often leading to inconsistent and conflicting results. This study reviews and evaluates more than 100 articles of pertinent empirical studies to assess and critique export performance measurements. Based on gaps identified in this evaluation, guidelines for export performance measure development are advanced, suggesting, however, a contingency approach in their application. Several conclusions and implications for export strategy and future research are derived from this analysis.

Identifying the marketing strategy elements that influence export performance has been the subject of sizeable empirical research. However, the findings reported in the literature are characterized by fragmentation and diversity, limiting theory development and improvement of management practice in the field. This article aims to synthesize extant knowledge on the subject based on a meta-analysis of empirical studies on the export marketing strategy -performance relationship. The assessment reveals that: (a) although many marketing strategy variables demonstrate positive effects on overall export performance, the relationship is not always significant; (b) of the export performance measures examined in various studies, stronger effects are observed in relation to export proportion of sales; and (c) time of study, geographic focus, and product type had a limited impact on the effect of marketing strategy elements on export performance. Implications for export management and future research are discussed. D

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