Export strategic orientation research suggests that export entrepreneurial orientation ( EO ) and market orientation ( MO ) directly affect export performance. Based on the dynamic capability theory, this study hypothesizes that export resource transformation capability is an intervening factor that helps explain how EO and MO , individually and jointly, impact export performance. Using archival and survey data from small and medium-sized exporters in the United Kingdom and Nigeria, the study fi nds that export resource transformation capability partially mediates the individual effects of EO and MO on export performance in both samples. Results further show that export resource transformation capability does not mediate the joint effect of EO and MO on export performance. The fi ndings help provide a more complete understanding of how export strategic orientations might be related to export performance.Business School ' s International Strategy Department, where he is completing his PhD studies in international strategy. He is also a researcher in the Lagos Business School ' s Centre for Competitiveness and Strategy, where he has successfully led design and delivery of executive and MBA-level courses in human resource management, strategic management, innovation and execution, and blue ocean strategy. Nkemdilim has co-authored several award-winning case studies, book chapters, and journal articles. He is also a reviewer for Emerald Insight and the International Marketing Review.

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Business models have historically facilitated the ability of firms to create and capture value. Focusing on financial service agents (FSAs) as actors in the Nigerian financial services industry, this study helps to elucidate how value creation and distribution can facilitate business model innovation (BMI) in an emerging market. We deployed Osterwalder and Pigneur’s business model canvas alongside Amit and Zott’s Sources of Value in e-Business (SVCeB) model in mapping FSA business models and value creation sources. We find that the constant need to align the resources of a firm with the demand conditions at the customer end triggers the need for BMI by FSAs. The findings also demonstrate that FSAs have weak business models that inhibit their sustainability and ultimately impede their ability to play their role in closing the country’s financial exclusion gap. We suggest the need for business model innovation by FSAs as a pathway to viability, profitability and sustainability.

Highlights Impact of product development practices on the performance of newly launched products. When key product development practices are not well implemented the likelihood of product failure increases. Development of financial service products affect adoption, use and product penetration. Management teams of various financial service providers should invest in developing sound product development practices.

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