The Impact of Firms’ Export Orientation on the Export Performance of High-Tech Small and Medium-Sized Enterprises

Francis, June; Collins‐Dodd, Colleen

doi:10.1509/jimk.8.3.84.19631

Cited by 147 publications

(127 citation statements)

References 25 publications

(41 reference statements)

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“…The above findings are consistent with those found by past researchers (Cunningham & Spiegel, 1971;Kirpalani & MacIntosh, 1980;McGuinness & Little, 1981;Bilkey, 1982;Beamish, & Munro, 1986;Koh & Robicheaux, 1988;Koh, 1991;Calof ,1994;Calof & Beamish, 1994;Francis & Collins-Dodd, 2000). The findings also show that except for export intensity (defined as the percentage of export sales to total firm sales), the export marketing strategies evaluated in this study do not vary between firms holding a geocentric mindset compared to those holding the polycentric mindset.…”

Section: Discussion and Managerial Implicationssupporting

confidence: 92%

“…However, several country-specific findings were noted: successful U.K. export performance was related to the use of direct sales distribution, wide product offerings, long-term distributor relations, and a broad geographic focus, whereas Canadian firm's export performance was related to superior product characteristics and diversification of market focus. Francis and Collins-Dodd (2000) caution that superior technological products are not sufficient to ensure export market success. In providing recommendations to practitioners in high-tech SMEs, they stress that firms must first evaluate their motivation for international expansion carefully.…”

Section: Introductionmentioning

confidence: 99%

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An Investigation of Export Practices and Performance across Global Mindset Orientations

Koh¹,

Gammoh²,

Okoroafo³

2013

IBR

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Extant literatures suggest three different approaches to decision making for operating a firm internationally: ethnocentric, polycentric, and geocentric. This study investigated differences in firm characteristics, export marketing strategies and export performance outcomes across these three orientations on a sample of North American (Canadian and U.S.) firms. The findings revealed major differences in examined variables across these decision-making orientations. While global mindset seemed to influence export strategy and performance, it did not affect many aspects of firm characteristics. Implications for export managers and public policy are drawn from the results.

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Section: Discussion and Managerial Implicationssupporting

confidence: 92%

Section: Introductionmentioning

confidence: 99%

An Investigation of Export Practices and Performance across Global Mindset Orientations

Koh¹,

Gammoh²,

Okoroafo³

2013

IBR

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“…Ainda sobre esse entendimento, a experiência adquirida propicia aos gestores o conhecimento necessário para controlar o nível de envolvimento internacional da empresa (Freeman & Cavusgil, 2007) já que exportadores inexperientes são mais propensos a precisarem de assistência para fortalecer seus recursos e obterem êxito no processo de internacionalização (Francis & Collins-Dodd, 2000).…”

Section: Características Específicas Da Firmaunclassified

Determinantes das Estratégias Internacionais de Adaptação e Diferenciação de PME´s

Paiva

Alcântara

Cintra

et al. 2014

RIAE

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PME´S RESUMOÉ consenso na literatura que as circunstâncias do mercado induzem as firmas a promover estratégias de ajustes (adaptação e diferenciação) para atender às suas exigências. Todavia, o desafio para a academia consiste em determinar em que grau as firmas se adaptam ou diferenciam para exportar seus produtos. Desta forma, o presente estudo propõe-se evidenciar, por meio de um estudo empírico, como as características da firma e do mercado estrangeiro influenciam nas estratégias de exportação (adaptação e diferenciação) de empresas de pequeno e médio porte. Foram coletados dados de natureza primária e secundária, obtidos através que questionário semiestruturado, aplicado às PME´s mineiras e estes foram tratados por meio da Regressão Múltipla. Os resultados mostram que as estratégias de adaptação são influenciadas mais pelos condicionantes locais do país hospedeiro, ao passo que para as estratégias de diferenciação as características das firmas são mais relevantes.Palavras-chave: Estratégias de Diferenciação. Estratégias de Adaptação. PME´s. DETERMINANTS OF ADAPTATION AND DIFFERENTIATION INTERNATIONAL STRATEGIES OF SMES ABSTRACTThere is a consensus that the market circumstances induce firms to promote strategies adjustments (adaptation and differentiation) to meet its requirements. However, the challenge for academia is to determine the degree to which firms adapt or differentiate their products to export. Thus, this study aims to demonstrate through an empirical study, which characteristics of the firm and the foreign market influence export strategies (adaptation and differentiation) of small and medium businesses. Data were obtained from primary and secondary nature, through semi-structured questionnaire administered to SMEs from Minas Gerais and these were treated by Multiple Regression. The results show that adaptation strategies are influenced more by local conditions of the host country whereas differentiation strategies are influenced by the firm specific characteristics. FACTORES DETERMINANTES DE LAS ESTRATEGIAS INTERNACIONALES "ADAPTACIÓN Y DIFERENCIACIÓN" DE LAS PYME RESUMENHay un consenso de que las circunstancias del mercado inducen a las empresas a promover estrategias de adaptación y ajustes (diferenciación) para cumplir sus requisitos. Sin embargo, el reto para el mundo académico es determinar el grado en que las empresas se adaptan o se diferencian para exportar sus productos. Así, este trabajo tiene como objetivo demostrar a través de un estudio empírico, cómo las características de la empresa y el mercado extranjero influencian sobre las estrategias de exportación (adaptación y diferenciación) de las pequeñas y medianas empresas. Fueron recogidos datos de carácter primario y secundario, que obtiene a través de cuestionario semiestructurado administrado a la Mineira PYME y éstas fueron tratados por medio de regresión múltiple. Los resultados muestran que las estrategias de adaptación está más influido por las condiciones locales del país anfitrión, mientras que las estrategias de diferenci...

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“…In 29 addition, stage models ignore the interaction between firms and actors in the internationalization process (Coviello & Munro, 1997). Although the network perspective seems a better fit to describe how smaller firms can overcome their resource limitations (Francis & Collins-Dodd, 2000;Lu & Beamish, 2001), and how they select their foreign markets and entry modes (Bell, 1995), relying only on the network perspective may also lead to a limited understanding. In other words, since developing business networks does not just depend on physical resources, and since it benefits most from companies' entrepreneurial traits, social capital, and so on (Etemad, 2004), trusting the network perspective alone to explain the internationalization of entrepreneurial firms could result in a blurred and static image, one which does not take other important aspects into account.…”

Section: International Entrepreneurshipmentioning

confidence: 99%

“…The resource-based view offers an inclusive framework to inquire about business activities (Loane & Bell, 2006); explains how firm-level attributes such as size, competence and strategies can influence the export performance (Francis & Collins-Dodd, 2000); and is a popular framework for which to study the internationalization of SMEs (Young, Dimitratos, & Dana, 2003). It is also frequently used in start-up entrepreneurship research.…”

mentioning

confidence: 99%

The Internationalization of SMEs: An Interactive Perspective of Firm-Level Entrepreneurship and Network Structure

Hosseini¹

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The positive relationship of firm-level entrepreneurship and performance has received much attention in recent years and has become an attractive title in the entrepreneurship literature. This popularity encourages researchers to study the role played by the phenomenon on other organizational outputs such as internationalization. Until now, the majority of international studies have put their attention on the conceptual explanation of the interaction, and the number of empirical studies on the subject is few. Furthermore, almost all the empirical studies have been performed in developed and emerging markets, and developing areas such as the Middle East are nearly ignored. In the real context of Iranian business, policymakers support entrepreneurship as a proven way to improve the internationalization of smaller companies. Following this assumption, several supportive plans have been designed and executed which aim to increase the entrepreneurial status of SMEs as a way to enhance their internationalization. A question worth answering here is: Does having a better entrepreneurial stature mean better internationalization for Iranian SMEs? To answer this question and to fill the gap in the literature on the subject, this research explains the relationship of firm-level entrepreneurship and the internationalization of Iranian SMEs. To resolve the current conceptualization problem of firm-level entrepreneurship and to respect a broad conceptualization of entrepreneurship, a profile measurement model was employed in which companies are classified into four different groups: non-entrepreneurial, forced entrepreneurial, latent entrepreneurial, and actual entrepreneurial. This profile model incorporates the two popular constructs of entrepreneurial orientation and corporate entrepreneurship to determine the entrepreneurial stature of a company. Surprisingly, while the literature predicted the highest level of internationalization for actual entrepreneurial companies, the forced entrepreneurial firms showed the best internationalization in reality. The only exception was when the environments became very hostile, in which the actual entrepreneurial SMEs suppressed the forced entrepreneurial, showing better internationalization. These unexpected conclusions led the researcher to consider the complementary role of business networks. A case study approach was applied. The results revealed the importance of actor type in the decision to enter a foreign market, structural holes in identifying international opportunities, and network closure in realizing the opportunities. In simpler words, the forced entrepreneurial company held a better position to receive the information about international markets because most actors who dealt with them where international companies. In addition, it enjoyed an external network rich of structural holes and a dense internal network, which respectively facilitated the exploration and exploitation of subsequent international opportunities. All in all, however, firm-level entrepreneurship seems a...

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The Impact of Firms’ Export Orientation on the Export Performance of High-Tech Small and Medium-Sized Enterprises

Cited by 147 publications

References 25 publications

An Investigation of Export Practices and Performance across Global Mindset Orientations

An Investigation of Export Practices and Performance across Global Mindset Orientations

Determinantes das Estratégias Internacionais de Adaptação e Diferenciação de PME´s

The Internationalization of SMEs: An Interactive Perspective of Firm-Level Entrepreneurship and Network Structure

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