A Market Expansion Ability Approach to Identify Potential Exporters

Yang, Yoo S.; Leone, Robert P.; Alden, Dana L.

doi:10.1177/002224299205600108

Cited by 105 publications

(96 citation statements)

References 36 publications

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“…The literature documents numerous approaches to classifying barriers to internationalization, e.g., weaknesses in the support system, barriers linked to technical procedures in foreign trade, contextual differences Nonexporting such as marketing distance, and perceived strategic restrictions (Yang, Leone and Alden 1992, Singer and Czinkota 1994, Leonidou and Katsikeas 1996. This is in line with the findings of Sharkey, Lim and Kim (1989) who used a multivariate technique and found differences between non-exporters, marginal exporters and active exporters.…”

Section: Journal Of Global Marketingsupporting

confidence: 66%

Management Perspectives as Catalysts for Exporting

Boter

2003

J. of Glob. Marketing

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Past research suggests that internationalization is a sequential process and that both the external environment and individual factors influence the development. Managers' attitudes and values have also been focused and the results indicate links between management perceptions and export behavior. Further, new types of SMEs, high tech-companies and "born-globals," show that internationalization can be a very fast process and the role of the manager will for that reason be of increasing importance. In this article a panel of 335 Nordic SMEs, followed over a five-year period, are classified in three groups: new exporters-permanent exporters-permanent non-exporters. Via a factor analysis of a set of attitude questions a profile exhibits that the permanent exporters have more positive attitudes concerning four out of six areas, which underlines earlier findings that internationalization is a long-term learning process. These findings are also verified when comparing the profile of permanent and new exporters-similar profiles but new exporters have more discouraging perceptions. However, management perceptions about relations to customers and suppliers as well as attitudes related to macro-economic issues are more negative among exporting companies.

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Section: Journal Of Global Marketingsupporting

confidence: 66%

Management Perspectives as Catalysts for Exporting

Boter

2003

J. of Glob. Marketing

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“…The longer firms operate abroad, the more they learn and the more rational their decision-making becomes. Bilkey (1978) and Yang, Leione and Alden (1992) do not presume such a direct relation between duration and experiential knowledge. They claim that the need for knowledge changes according to the stages of internationalization.…”

Section: Duration As a Predecessor Of Knowledgementioning

confidence: 99%

A Critical Review of Time in the Internationalization Process of Firms

Sharma

Blomstermo

2003

Journal of Global Marketing

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This article analyzes the relation between time and experiential knowledge development in the internationalization process of firms. Based on the international marketing literature, international business literature and learning literature, this article critically reviews the relationship between time and firms' learning process. We define time as the time spent in foreign operations, which we will call duration. We conclude that time is important in internationalization process models. However, there is no uniform treatment of time in the current literature. Our literature review shows that the current knowledge of time and its relationship to knowledge accumulation in internationalizing firms is over-simplistic. Other researchers have presumed a linear and continuous relationship between time and knowledge accumulation in firms. We argue that the above relationship is more likely to be non-linear and discontinuous. We conclude that more research is required on the effect of time on knowledge accumulation in internationalizing firms.

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“…Other measures for export performance include propensity to export (Bilkey, 1985;Reid, 1986); export involvement (Diamantopoulos & Ingilis, 1988); overcoming barriers to export (Bauerschmidt et al, 1985); acceptance of product by export distributor (Angelmar & Pras, 1984); exporter internationalization (Piercy, 1981); attitude toward export (Brady & Bearden, 1979); export stage (Cavusgil, 1984); export profitability (Cavusgil & Zhou, 1994;Madsen, 1989;Dominguez & Sequeira, 1991); export productivity (Diamantopoulos & Schlegemilch, 1994), international commitment (Dalli, 1994) and, export intention (Yang et al, 1992). Subjective variables such as management's evaluations and perceptions of export activities have also been utilized in previous research (Aaby & Slater, 1989;Cavusgil, 1990) as well as satisfaction with export activities (Bonoma & Clark, 1988;Seifert & Ford, 1989;Evangelista, 1994).…”

Section: Export Performancementioning

confidence: 99%

The Impact of Guanxi on Export Performance

Chadee

Zhang

2000

Journal of Global Marketing

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Broadly defined as interpersonal relationship in Chinese society, guanxi embodies several intricate and unique Chinese cultural values. Although more and more western business people are becoming increasingly aware of the importance of guanxi in doing business in China, its potential impacts on the performance of business are still not well understood by western business people. This paper uses path analysis to assess the impacts of guanxi on export performance of a sample of New Zealand firms exporting to China. The results show that guanxi variables significantly facilitate trade partnering, business negotiating, and problem solving and generally contributes positively to the overall export performance of firms. [Article copies available for a fee from The Haworth Document Delivery Service: 1-800-342-9678. E-mail address: Website: ]

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A Market Expansion Ability Approach to Identify Potential Exporters

Cited by 105 publications

References 36 publications

Management Perspectives as Catalysts for Exporting

Management Perspectives as Catalysts for Exporting

A Critical Review of Time in the Internationalization Process of Firms

The Impact of Guanxi on Export Performance

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