A challenge for small US agribusinesses: Reduction of export inhibitions through planning and information search

International market success among smaller agri‐food companies

“…The foregoing evidence adds to previous findings from exporting, international entrepreneurship and international agribusiness research on the importance of firm's ownership of managerial, tangible and intangible resources in generating international marketing success (Reid, 1983; Aaby and Slater, 1989; Grisprud, 1990; Barringer et al , 1994; Byford and Henneberry, 1996; Reuber and Fischer, 1997; Zou and Stan, 1998; Jones, 1999; Crick et al , 2000; Westhead et al , 2001; Fahy, 2002; van Rooyen et al , 2002; Ibeh, 2003).…”

“…Considerable evidence has accumulated from previous exporting and international entrepreneurship research, suggesting the importance of managerial, physical and intangible resources in facilitating international marketing success (Reid, 1983; Aaby and Slater, 1989; Ford and Leonidou, 1991; Reuber and Fischer, 1997; Leonidou et al , 1998; Jones, 1999; McAuley, 1999; Ibeh and Young, 2001). The relatively limited research on internationally successful agribusiness firms also appears to support the above conclusions: having top management with relevant experiential, motivational, attitudinal resources, and a strong pool of strategically‐relevant tangible and intangible assets, seem to be a critical success factor in international marketing (Grisprud, 1990; Charlet and Henneberry, 1991; Barringer et al , 1994; Byford and Henneberry, 1996; Leake, 2000). Charlet and Henneberry (1991) and Leake (2000), for example, found that successful US agribusiness exporting firms were managed by well‐travelled, internationally‐oriented executives.…”