Explaining Organizational Export Performance by Single and Combined International Business Competencies

Abstract

This study explores relationships between export performance and international business competencies (international orientation, export market orientation and international entrepreneurial orientation), and interactions between the competencies. Data from on-site structured interviews with 159 owners and managers of exporting firms from different economic sectors show direct relationships between the competencies and export performance. However, analyses of the effects of interactions between the competencies and export performance show mixed results. The findings suggest developing the identified competencies to increase export performance, but if this would be exclusively based on the direct relationships between the competencies and export performance, results may be suboptimal.

İhracat Bağliliği, İhracat Pazar Oryantasyonu Ve Performans : Türk İhracatçilarinin Anali̇zi̇

“…This is new information for the literature. In addition, in this study, the effect of export intelligence responsiveness on export performance was examined and similar results were obtained with studies (Rose and Shoham 2002;Kropp et al, 2006;Pascucci et al, 2016;Chung, 2012;Birru et al, 2019;Murray et al, 2011) examining the effects of export market orientation on export performance.…”

“…Many studies have shown that export market orientation has a positive effect on export performance (Rose and Shoham, 2002;Kropp et al, 2006;Birru et al, 2019;Murray et al, 2011). According to Murray et al (2007) the export performance depends on response design and response implementation, which is on the firm's capability to use market intelligence in an effective way.…”

“…Attidiunal export commitment includes firms' beliefs and thoughts about the position, importance and priority of export for themselves (Stump et al, 1998) Research shows that firms with high export commitment allocate more resources to export activities (Lages and Montgomery, 2004). Another determinant of successful export performance is the high market orientation of firms, as stated by the international marketing literature (Rose and Shoham 2002;Kropp et al, 2006;Murray et al 2007;Pascucci et al, 2016;Chung, 2012;Birru et al, 2019;Murray et al, 2011) The market orientation is about companies keeping up with the latest information on the market in order to respond to the ever-changing tastes and preferences of consumers and the strategic movements of competitors (İpek and Peynirci, 2019). Market orientation is an important factor in providing sustainable competitive advantage and creating high customer value, and provides remarkable performance in the market (Slater and Narver, 1994).…”

“…Many studies have examined the effects of export market orientation on export performance (Rose and Shoham, 2002;Kropp et al, 2006;Pascucci et al, 2016;Chung, 2012;Birru et al, 2019;Murray et al 2011). Likewise, in many studies, the effect of export commitment on export performance was examined (Navarro et al, 2010;Chugan and Singh, 2015;Bianchi and Wickramasekera, 2016).…”

Export promotion programs, export capabilities, and risk management practices of internationalized SMEs

“…Family firms is a dummy variable distinguishing between non family firm (n=38) and family firm (n=109). The competitive intensity is measured according to Birru et al (2018) scale, based on Lisboa et al (2011) andZhou (2007), with 5 items on a 5 points likert scale degree of accordance. The items are indicated in the Appendix A with all the other variables.…”