An investigation of export performance variations related to corporate export market orientation

Abstract

This research explores the nature and dimensions of market orientation in an international context by using empirical data from a sample of companies to rigorously test hypotheses regarding market orientation as applied to export operations in the context of the Turkish clothing industry. This aim was fulfilled by reliably and validly measuring the key constructs of export market orientation and finding statistically significant relationships between dependent (export marketing orientation) and independent variables (primarily export strategy and export performance). The results of this study draw conclusions showing that the hypothesised relationship between export market orientation and export performance does exist, and in the case of Turkish clothing exporters, improving an export market orientation level is a significant contributor to the company's export performance. The results of this study also show the dimension of export market orientation that has the strongest relation with each dimension of export performance, and identifying the other export market orientation dimensions that make a significant contribution to the explanation of export performance.

Relationship Between Inflation and Real Economic Growth in Rwanda

“…Indicators reflect objective and subjective facts. While objective measures deal with absolute performance, subjective ones are concerned with a firm's expectations or its perceived performance as compared to its competitors (Akyol and Akehurst 2003). Scholars have identified 42 (Katsikea et al 2000: 497) …”

“…First, the respondents were encouraged to rate their overall perceived satisfaction with EP in SSA in the last three years on a seven-point Likert scale, ranging from 'extremely dissatisfied' to 'extremely satisfied' (similarly applied, e.g., by Akyol and Akehurst 2003;Cadogan et al 2012;Freeman and Style 2014;Lee and Griffith 2004;Navarro-García et al 2015;Sousa and Novello 2014;). They were told that the overall satisfaction about EP should include the areas of international sales growth, export business profitability, the firm's image in foreign markets, international expansion, and market share (Cavusgil and Zou 1994;Navarro-García et al 2015;Navarro et al 2010 ).…”

“…Subjective self-reporting was employed because of the expectation (and experience) that firms are unwilling to disclose full data (Leonidou et al 2002;Singh and Mahmood 2014) and because of a proven correlation between subjective and objective measures (Akyol and Akehurst 2003;Dess and Robinson 1984;Matanda and Freeman 2009;Stoian et al 2011).…”

Exploring market orientation in new export ventures

“…Recent studies consider market orientation a vital practice for the international business performance of exporting SMEs (Cadogon et al, 2001;See Armario et al, 2008;(Ruokonen, 2008;Armario et al, 2008;Cadogan and Cui, 2004;Akyol and Akehurst, 2003;Kwon and Hu, 2000).…”

Organisational determinants of export performance: evidence from exporting firms in Batam, Indonesia

“…Firms' knowledge is considered to be among the most valuable and meaningful of organisational assets, affecting the performance of the firm. This includes a firm's international experience (Baldauf et al, 2000;Lado et al, 2004), market knowledge, and export market orientation (Akyol and Akehurst, 2003;Haahti et al, 2005;Racela et al, 2007).…”