International market success among smaller agri‐food companies

Ibeh, Kevin; Ibrahim, Essam; Panayides, Photis M.

doi:10.1108/13552550610658152

Cited by 43 publications

(26 citation statements)

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“…La capacidad de reconfiguración es la capitalización de oportunidades vía nuevos procesos, modelos de negocio, activos complementarios o métodos con el objeto de mantener la competitividad en entornos cambiantes (Jantunen et al, 2005), aunque siempre determinando el balance entre las rutinas centrales y las necesidades locales (Frasquet et al, 2013). En el caso concreto de las empresas agroalimentarias, la adaptación y modificación de productos para el cumplimiento de las especificaciones de mercados extranjeros pueden ser un factor de éxito (Ibeh et al, 2006). De acuerdo con la literatura analizada, proponemos las siguientes cuestiones a investigar:…”

Section: Propuesta De Las Cuestiones a Investigarunclassified

“…C4: relacionar si las capacidades dinámicas específicas permiten superar las barreras y de esta forma mejoran el rendimiento éxito exportador (Fayos et al, 2011;Ibeh et al, 2006;Jantunen et al, 2005).…”

Section: Propuesta De Las Cuestiones a Investigarunclassified

“…La metodología de los estudios de caso está aceptada y justificada por estudios realizados en el ámbito de la internacionalización (Villareal y Landeta, 2010; Ibeh et al, 2006), de las estrategias desarrolladas de cooperativas agroalimentarias (Fayos et al, 2011;Juliá et al, 2012) así como en el conocimiento de las capacidades dinámicas (Evers, 2011;Frasquet et al, 2013).…”

Section: Metodologíaunclassified

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Dynamic capabilities in the internationalization process of companies distributing products of the agribusiness sector

García

Kolbe

2016

EARN

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Agradecimientos: los autores agradecen los comentarios realizados por los revisores de la revista. El presente artículo se ha desarrollado en el marco del proyecto de I+D del Plan Nacional ECO2014--55881 del Ministerio de Educación y Ciencia.Dirigir correspondencia a: Haydee Calderón García. E-mail: haydee.calderon@uv.es.Recibido en enero de 2016. Aceptado en mayo de 2016. RESUMEN:El sector agroalimentario se enfrenta a importantes barreras internas y externas que dificultan su internacionalización y que podrían superarse a través del desarrollo de capacidades dinámicas. Las capacidades genéricas generan capacidades específicas al sector que son las que van a contribuir a superar las barreas a la internacionalización. Nuestra aportación está en determinar qué capacidades específicas de las empresas de distribución de productos agroalimentarios colaboran a una mejora del resultado internacional. Se realiza un estudio cualitativo cuyos resultados permiten detectar las capacidades dinámicas específicas que ayudan a resolver en gran parte las barreras internas que dificultan el proceso de internacionalización; ello se traduce en un mejor resultado exportador. PALABRAS CLAVE:Capacidades dinámicas, distribución agroalimentaria, éxito exportador, intermediarios. Dynamic capabilities in the internationalization process of companies distributing products of the agribusiness sector ABSTRACT:The agri-food sector faces important internal and external barriers to internationalization that could be overcome by the development of dynamic capabilities. Generic dynamic capabilities generate sector and environment specific dynamic capabilities that directly contribute to overcome the barriers of internationalization. Our contribution is to determine which specific dynamic capabilities of the distribution companies collaborate to overcome these barriers and as a consequence to improve international results. A qualitative study with directors and managers of the sector was carried out. The results give rise to confirm that the specific dynamic capabilities largely help to resolve the internal barriers that hinder the internationalization process; this translates into a better export performance.

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Section: Propuesta De Las Cuestiones a Investigarunclassified

Section: Metodologíaunclassified

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Dynamic capabilities in the internationalization process of companies distributing products of the agribusiness sector

García

Kolbe

2016

EARN

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“…This was consistent with suppliers developing relationships of 'preferred supplier' with customers as noted by Lendrum (2003). Ibeh et al (2006), in a study of agri-food companies involved in successful exporting of their value-added products, reported that a market orientation was important to the success of these businesses. These researchers also reported that the successful companies studied all adopted a niche-based differentiation strategy.…”

Section: Market Orientation In Food and Agribusiness Enterprisesmentioning

confidence: 99%

“…Relatively few studies have investigated market orientation in organisations involved with agricultural production and value adding (Ibeh et al 2006;Aziz & Yassin 2010). Grunert et al (2005) explained why agribusiness is a particularly good industry for studying market orientation.…”

Section: Market Orientation In Food and Agribusiness Enterprisesmentioning

confidence: 99%

Beliefs of senior managers and their influence on market orientation: an Australian owner-managed, vertically-integrated horticultural enterprise perspective

Currey¹

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Agriculture makes an important contribution to the Australian economy through food and fibre production, exports and employment. Horticulture is the third largest component of the Australian agricultural industry after meat and grain. It provided employment for almost 60,000 people in 2011/12. However, the number of people employed in horticultural product processing in Australia is declining, partly as a consequence of multinational food manufacturers relocating their commodity fruit and vegetable processing such as freezing and canning to countries with lower costs of production than Australia. Concurrent with the relocation of large-scale fruit and vegetable processing, segments of consumers are increasingly seeking new and unique food experiences with attributes such as low food miles, provenance and assurances of safe and ethical production practices. These can be manufactured by smaller-scale Australian-based processors because consumers seeking these benefits are often prepared to pay price premiums. This means that opportunities exist for Australian niche product manufacturers to develop and market products to satisfy this emerging demand. However, traditional horticultural industry marketing and distribution practices have relied on farmers focusing on efficiencies of production with little need for marketing which means that skills and understanding of marketing of products within the horticultural sector is limited.Market orientation contributes to organisational performance. It involves gathering market intelligence, sharing it widely within the organisation so that all departments can contribute to planning and implementing timely and coordinated responses to the identified opportunities and threats. It is part of organisational culture which in its simplest form is described as "the way we do things around here". Many aspects of market orientation have been published but past research on barriers to adoption of market oriented behaviour have focused on broad cultural issues rather than specific beliefs. Understanding specific beliefs of founders, owners and senior managers is important because beliefs influence behaviour. Research on the subject of market orientation in agriculture is limited and there are few studies on market orientation in horticulture, particularly in Australia. This research was conducted to determine the salient beliefs of top management teams of vertically-integrated horticultural enterprises that influenced the degree of market orientation adopted by their organisations.The research employed a qualitative approach involving 52 semi-structured interviews of founders, owners and senior managers reporting to them from four Australian verticallyPage ii integrated horticultural enterprises located in south east Queensland and northern New South Wales. These organisations were purposefully selected as typical. Two firms with annual incomes of $30m -$40m and managed by employed managers, and two with annual incomes of less than $2m managed by family members were selected a...

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Consumer Behavior: External Factors

Rajagopal

2019

Contemporary Marketing Strategy

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International market success among smaller agri‐food companies

Cited by 43 publications

References 88 publications

Dynamic capabilities in the internationalization process of companies distributing products of the agribusiness sector

Dynamic capabilities in the internationalization process of companies distributing products of the agribusiness sector

Beliefs of senior managers and their influence on market orientation: an Australian owner-managed, vertically-integrated horticultural enterprise perspective

Consumer Behavior: External Factors

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