Trust, Commitment and Competitive Advantage in SMEs Export Performance

Abstract

Abstract:The entry of small businesses into international markets has intensified. However, despite the growing presence of small businesses in international markets, studies into their international behavior, particularly regarding the effect of international relationships on international outcomes, remain limited. This study investigates the cross-border relationships of Small and Medium Enterprises (SMEs) by examining the effects of the dimensions of the key relationship on the competitive advantage and performance of SMEs in export markets. These dimensions include trust and commitment. Results indicate that trust is significantly related to commitment and export performance. Commitment is positively related to competitive advantage but not to export performance. Trust affects competitive advantage through commitment. The effect of commitment on export performance is mediated by competitive advantage. The methodology and results are presented. The conclusion, implications, and limitations of this study are also discussed. Abstrak: Masuknya Usaha Kecil Menengah (UKM) ke pasar internasional semakin intensif. Namun, meskipun ada pertumbuhan jumlah UKM di pasar internasional, studi tentang perilaku internasional para pelaku UKM, khususnya mengenai pengaruh hubungan internasional pada hasil internasional, masih terbatas. Studi ini mengkaji tentang hubungan lintas-batas negara UKM dengan meneliti pengaruh dimensi-dimensi hubungan kunci pada keunggulan kompetitif dan

Conceptual Paper: Novelty Quondam Commitment Professional Behavior, Integration of HRM Professional Competency Theory and Organizational Learning Theory

“…It is in line with research conducted by (Rose, Kumar, & Pak, 2011)organizational learning has a contribution to organizational commitment. The existence of trust and commitment will affect competitive advantage (Ismail, Alam, & Hamid, 2017), This study is the same as research conducted by (Primiana, 2018)commitment influences competitive advantage. According to (Huber et al, 1991), he proposed three component models of organizational commitment that includes three dimensions, namely: 1) Affective commitment is defined as the emotional attachment of employees to the organization, 2) Continuous commitment refers to individual commitment to the organization because individuals feel costly when out of organizational membership, and 3) Normative Commitment refers to the commitment of individuals to stay with the organization because the feeling of obligation.…”

Social Capital and Livelihood Diversification: Tourism Entrepreneurship in a Remote Area of North Halmahera, Indonesia

“…Using the community as a means to maintain economic sustainability in the tourism sector is a part of the effective marketing strategies that considers the consumer behavior (Handriana and Wisandiko, 2017). Furthermore, Ismail and Alam (2017) showed that trust and commitment were essential in maintaining business, so that social relations became a coping strategy to deal with various possibilities that were detrimental to the business.…”

The Effect of Leader Support and Competence to the Organizational Commitments on Employees Performance of Human Resources Development Agency in West Kalimantan

“…The results of Ismail, Alam, & Roshanti (2017) show that support from leaders and supervisors for the application of new skills and knowledge will encourage individuals to apply them in their work. Research conducted by Michell, Steward, & Bruce (2009) shows that the transfer of new skills into work is determined by the support of the leader.…”

“…Low-educated employees tend to have higher commitments than highly educated employees; (2) role characteristics, where organizational commitment will tend to be stronger for employees who have enriched jobs and jobs that involve low levels of role conflict and ambiguity; (3) structural characteristics, organizational commitment will be stronger in employees who are in a decentralized organization and in cooperation between work owners where employees are more involved in making organizational decisions; (4) work experience, organizational commitment will be strong for employees with pleasant work experience, such as a positive attitude in a group of people towards others, a feeling that an organization can be relied upon to fulfill its organizational commitment to personnel in it and the feeling that individuals in the organization are which is important for the organization. Ismail et al (2017) states that organizational commitment must be seen strategically for the company. Therefore, many companies spend time, energy, and funds to explore organizational commitments related to their activities.…”

“…Robbins (2006) states that employee performance is a function of the interaction between ability and motivation. Ismail et al (2017) states that the purpose of setting performance goals is to set goals that are useful not only for performance evaluation at the end of the period but also for managing the work process during that period. Elmuti (2013) states that employee performance is a person's success in carrying out a job.…”