The present investigation aims study the sustainability of the business model of the Portuguese SMEs operating in the B2B International market analyzing the influence of dynamic marketing capabilities and adaptive marketing capabilities in their international marketing performance. It will also analyze the moderating effects of Competitive Intensity within this international scenario. A quantitative study was developed, using a questionnaire as a research method. In total, 335 valid responses were collected from Portuguese SMEs in June 2020. To test the hypotheses, multiple hierarchical regressions were performed. As for the analyzes involving Competitive Intensity environments, namely low and high intensity, dummies were developed to evaluate the different effects produced by the capacities in the International Marketing Performance. This study shows the positive impact of the dynamic marketing capabilities and adaptive marketing capabilities on the international marketing performance of the surveyed companies, essentially from the product development management, supply chain management, vigilant market learning and open marketing. when in a low competitive intensity environment only dynamic marketing capabilities had a positive effect on performance, but in a high, competitive, intensity environment both dynamic marketing capabilities and adaptive marketing capabilities showed positive effects in relation to performance. This study innovates by bringing international marketing, through two marketing capacities, from the perspective of SMEs that perform B2B activities.
Purpose It is well established in marketing literature that international performance is positively affected by marketing capabilities, whether static or dynamic. However, recent theoretical development proposed adaptive marketing capabilities (AMC) as a set of capabilities able to close the marketing gap. Given the relative newness of this construct, empirical studies are still scarce. Therefore, drawing from a resource-based view perspective, this study aims to analyse the relationships among market orientation (MO), AMC and firms’ international performance, as well as the moderating effects of competitive intensity. Design/methodology/approach The authors have used survey-based research with 335 internationalised Portuguese business-to-business small and medium sized enterprises (B2B SMEs) during June 2020. The authors analysed responses through structural equation modelling and path analysis. Findings Results revealed positive relationships between AMC and international performance and between MO and AMC. Furthermore, results were robust to the competitive environment. Originality/value To the best of the authors’ knowledge, this study contributes to international marketing literature by analysing MO as an antecedent of AMC, which has never been done before. Furthermore, it analyses the simultaneous effects of MO and AMC on international performance, as well as the moderation of competitive intensity. Also, the study’s results inform managers and marketeers of internationalised firms about the advantages of adopting a market-oriented behaviour and the development of AMC, whether in more or less competitive environments.
Purpose: The purpose of this paper is to assess if MNEs from the Eurozone and Ibero-America have different sensitivities to cross-national distance when investing in Portugal, by comparison with non-Eurozone and non Ibero-American MNEs.Methodology: Using qualitative variables on a panel data analysis, we are able to assess the differentiated effects of cross-national distance on MNEs from members and non-members of both groups of countries.Findings: Results suggest that sensitivities are indeed differentiated, with a notable exception of administrative distance which remains with a negative effect throughout all groups.Originality: This research contributes to international business/management literature in the extent that it explores the relationship between cross-national distance and one of the most important international strategic decisions, FDI. It also addresses Portugal’s monetary integration in the Eurozone and the historic and cultural ties with Ibero-American countries.
The conceptualization of administrative distance exists for over 20 years. Despite its ubiquity, we found an unsatisfactory theoretical and practical depth when it comes to its operationalization, and studies that narrow onto its development are scarce. We have set, therefore, to improve both the theoretical scope and measurement of administrative distance. We achieved this using an inductive approach, which allowed us to infer from observed results, such observation suggesting the addition of the variables in the Doing Business Report, as they capture a previously omitted and relevant aspect of administrative distance: bureaucratic efficiency. We use a reference model, featuring a panel random-effects regression, as a benchmark for the study of our proposal. We achieve an improved model with a significantly higher explanatory capacity while observing that the new measure is both significant and independent from the existing administrative distance measure, being complementary. This work opens several avenues for future research, having meaningful consequences for the development of better institutional distance models.
The conceptualization of administrative distance exists for over 20 years. Despite its ubiquity, we found an unsatisfactory theoretical and practical depth when it comes to its operationalization, and studies that narrow onto its development are scarce. We have set, therefore, to improve both the theoretical scope and measurement of administrative distance. We achieved this using an inductive approach, which allowed us to infer from observed results, such observation suggesting the addition of the variables in the Doing Business Report, as they capture a previously omitted and relevant aspect of administrative distance: bureaucratic efficiency. We use a reference model, featuring a panel random-effects regression, as a benchmark for the study of our proposal. Our results showed an improved model with a significantly higher explanatory capacity while observing that the new measure is both significant and independent from the existing administrative distance measure, being complementary. This work opens several avenues for future research, having meaningful consequences for the development of better institutional distance models.
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