Factors That Distinguish Proactive Versus Reactive Exporters: Decisions by Export Firms in a Developing Country

Abstract

This study explored factors that distinguish proactive versus reactive export marketing strategies of Zimbabwean export companies. It identified key variables that contributed most to the discrimination between proactive firms with high levels of adaptation of export marketing strategy against reactive exporters with low levels of adaptation of export marketing strategy. Data were collected through a structured multi-item questionnaire involving a randomly selected sample of 105 exporting organizations. The overseas experience of management and strategic orientation of the company, cultural values, and legislation were found as key variables that discriminated between reactive exporting firms using low adaptation of export marketing strategy from those proactive exporters with high adaptations.

Firm Constraints on the Link between Proactive Innovation, Open Innovation and Firm Performance

“…Table 5 shows that the proactive innovations surpass reactive counterparts in terms of their effect on firm performance, proxied by both profit and sale increases, consistent with hypothesis H2. This result is in line with the findings in other fields like proactive exporters [60]. In a Vietnamese context, this finding presents important implications.…”

“…Besides the direct resources-performance linkage, there could also be an indirect resources-performance, where proactive behavior affects performance through its impact on innovation capability. The superior performance of proactive innovation is consistent with empirical studies of the proactive export adaptation by Sibanda et al [60] and the innovation strategy by Akhlagh et al [61] and Vagnani and Volpe [62].…”

“…In a Vietnamese context, this finding presents important implications. One explanation for this could come from the planned behavior theory [60]. In the aspect of perceived behavioral control, it may be easier to tailor innovations towards firm characteristics or strategies, rather than just passively comply with regulatory requirements.…”

“…Theoretically, the above links suggest a positive relationship between proactive innovation behavior and innovative performance. Empirically, Sibanda et al [60] studied the key factors that discriminate the performance of export companies, and found that firms that have high levels of adaptation of export marketing strategy (proactive firms) tend to have higher performance. Akhlag et al [61] argued that proactive risk-taking strategies are the most effective innovation strategies if firms decide to heighten their performance.…”

The relevance of international marketing strategy to emerging-market exporting firms: from a systematic review towards a conceptual framework

“…In accordance with this category, management orientation stands for the reflection of management's attitudes and opinions toward the essence of the world in the form and meaning of a firm's reaction to international market opportunities, whether it is ethnocentric, polycentric, regiocentric or geocentric (Keegan and Green, 2016). The aggregate analysis demonstrates that even though the affirmative association between management orientation and international marketing strategy adaptation at first entry was not confirmed (Albaum and Tse, 2001; Albaum et al , 2003), management orientation acted a vital role in differentiating reactive exporters pursuing low adaptation strategy from proactive exporters with high adaptation strategy (Sibanda et al , 2011). Secondly, managerial capabilities as the determinants of international marketing strategy received attention only during the second time period, advocated to positively contribute to post promotion process of trade fair marketing (Ling-Yee, 2008).…”