Antecedents of Export Venture Performance: A Theoretical Model and Empirical Assessment

Abstract

Both the size and the rapid growth of global exporting have focused the attention of marketing researchers on the factors associated with firms' export performance. However, knowledge of this increasingly important domain of marketing activity remains limited. To address this knowledge gap, the authors draw on the strategy and marketing literature to develop an integrative theory of the antecedents of export venture performance. The interplay among available resources and capabilities, competitive strategy decisions, and competitive intensity determines export venture positional advantages and performance outcomes in the theoretical model. The authors empirically assess predicted relationships using survey data from 287 export ventures. Results broadly support the theoretical model, indicating that resources and capabilities affect export venture competitive strategy choices and the positional advantages achieved in the export market, which in turn affect export venture performance outcomes. In contrast to structure-conduct-performance theory predictions, the data indicate that the competitive intensity of the export marketplace does not have a direct effect on export venture positional advantages or performance. However, competitive intensity moderates the relationship between export venture competitive strategy choices and the positional advantages realized.

Relationship Between Inflation and Real Economic Growth in Rwanda

“…This is confirmed by Morgan et al (2004) who synthesized the different views into a robust theoretical model.…”

“…The influence of price has been highlighted by various scholars such as Lado et al (2004), Morgan et al (2004), and . However, Sousa and Novello's study (2014) found that there was no influence of the price strategy.…”

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

“…We mailed the questionnaire to the key informant (typically an export manager) in each of the eligible 1032 firms, asking informants to respond for a specific export venture running for at least five years to avoid possible confounds (Morgan et al 2004). To minimize respondent bias and ensure variation in responses, each informant was instructed randomly to respond with respect to the largest, third-largest, or fifth-largest export venture in terms of sales volume.…”

“…We measured the degree to which the export venture achieved cost-based and differentiation positional advantage using four-item scales of each construct. We adapted the items from prior research (Morgan et al 2004) using insights from interviews with managers and discussions with strategic management and marketing scholars.…”

Antecedents to Export Performance and How Italian and Slovanian SME's Innovate During Times of Crisis

“…The RBV literature places emphasis on the firm's ability to accumulate and combine resources to acquire and foster competitive advantage (Danneels, 2002;Verona, 1999). Morgan et al (2004) found that the firm's ability to enter foreign markets is positively associated with tangible and intangible knowledge based resources. Within this context, innovation capability has been shown to provide a unique competitive advantage in helping firms to improve their products and processes to successfully operate in global markets (Yi et al, 2013, p. 394).…”