Exploring the Relationship among Export Resources, Exporting Capability & Exporter-Foreign Distributers relationship on Export Performance: In the Case of Exporting Companies in Ethiop

Abstract

Export Performance and Economic Growth Relations are becoming the main agenda in the international and regional development programs around the world. The purpose of this study was to exploring the Relationship between Export Resources, Exporting Capability, Exporter-Foreign Distributers Relationship and their effect on Export Performance. Despite the fact that 300 questionnaires were issued to a random sample of Ethiopian exporters, 291 questionnaires were returned at the end of the data collection process, yielding a 97 percent response rate. Proportional stratified sampling approaches were used to sample small, medium, and large export businesses. The relationship between the exporter and the distributor, as well as the management of export resources, has a positive and significant impact on export performance. On the other side, export capabilities failed to mediate the relationship between export resources and export performance. The connection between Export Resources and Export Performance was mediated by Managing the Exporter-Distributor Relationship. Ethiopian exporters should focus on building strong ties with international distributors headquartered either at home or in the host countries to boost their export performance. Future research could look into the differences in the export business between larger, medium, and small exporters, all of whom have different resources, qualified personnel, bargaining strength, and so on. Finally, Resource capability’s failure to mediate Export resources and export performance warrants further investigation. For undeveloped countries like Ethiopia, export is a critical component of economic growth and long-term development. As a result, policymakers should work to improve the country’s export performance by increasing credit availability, simplifying export sector laws, and formulating short-term, medium-term, and long-term export growth plans. To enhance trade, the government should aid exporters in creating, nurturing, and growing stronger cooperation among national, regional, and worldwide distributors.

Effects of intimate partner violence against women in international micro and small enterprises relationships: The mediator role of capabilities

“…The quality of these relations-relationship quality-is commonly measured by the punctuality, trust, quality of communication, and commitment between the business partners (Kuhlmeier and Knight, 2010;Leonidou et al, 2013Leonidou et al, , 2014Leonidou et al, , 2021Bianchi and Abu Saleh, 2020). As found by diverse authors, strong and positive relationships with business partners and foreign customers positively influence SMEs' export performance (Lages et al, 2009;Ural, 2009;Celec and Globocnik, 2017;Haddoud et al, 2017;Hasaballah et al, 2019;Monteiro et al, 2019;Imiru, 2022). Indeed, good relationships with importers result in a better flow of information about the target market, customer needs, and competitors, allowing exporters to improve before and after-sales services, develop new products, and design better costs and pricing strategies (Ambler and Styles, 2000;Zou et al, 2003;Beleska-Spasova et al, 2012;Monteiro et al, 2017Monteiro et al, , 2019.…”

Managers’ process thinking skills, dynamic capabilities and performance in export ventures

“…Kaleka, 2012; Boso et al ., 2019) in export markets. Other studies investigate marketing capabilities’ role in mediating relationships of various factors, including export promotion programmes (Catanzaro and Teyssier, 2012), market orientation (Murray et al ., 2011), export resources (Imiru, 2022) and timing of foreign market entry (Zhou et al ., 2012), with export performance. Still another study sheds light on the importance of export planning and implementation capabilities in moderating strategic goal accomplishment in export ventures (Spyropoulou et al ., 2018).…”

“…Many exporting studies focus on marketing capabilities and examine its role in influencing the firm's competitive strategy pursued (e.g., Morgan et al, 2004;Kaleka and Morgan, 2019), strategy implementation effectiveness (Morgan et al, 2012) and/or performance (e.g., Kaleka, 2012;Boso et al, 2019) in export markets. Other studies investigate marketing capabilities' role in mediating relationships of various factors, including export promotion programmes (Catanzaro and Teyssier, 2021), market orientation (Murray et al, 2011), export resources (Imiru, 2022) and timing of foreign market entry (Zhou et al, 2012), with export performance. Still another study sheds light onto the importance of export planning and implementation capabilities in moderating strategic goal accomplishment in export ventures (Spyropoulou et al, 2018).…”