scholarly journals Marketing Capability and Export Performance: the Moderating Effect of Export Dependence

2016 ◽  
Vol 4 (1) ◽  
Author(s):  
Phadett Tooksoon ◽  
Osman Mohamad
Keyword(s):  
Export Performance ◽  
Moderating Effect ◽  
Marketing Capability

scholarly journals Marketing capability and export performance: The moderating effect of export performance

2013 ◽  
Vol 44 (3) ◽  
pp. 59-70 ◽  
Author(s):  
A. Al-Aali ◽  
J-S. Lim ◽  
T. Khan ◽  
M. Khurshid
Keyword(s):  
Export Performance ◽  
Moderating Effect ◽  
Marketing Capabilities ◽  
Marketing Capability ◽  
Sampling Frame ◽  
Differential Impact ◽  
Export Intensity ◽  
The Impact ◽  
Significant Direct Effect ◽  
Different Levels

As global competition around the world continues to intensify, firms are seeking strategies that will increase export performance. The purpose of this study is to examine the moderating effect of export involvement on the relationships among marketing capabilities, export performance, and export intensity. The main study was conducted by a questionnaire using the Saudi Arabia export ventures as the sampling frame. Data was analyzed with LISREL to test the moderating effect of export involvement. This study found that export involvement moderates the relationships among marketing capabilities, export performance, and export intensity. Product and distribution capabilities show a significant direct effect on export performance for the low involvement exporters. For the high involvement exporters, the promotion and distribution capabilities have a significant effect on export performance. The impact of the three marketing capabilities on export performance is moderated by export involvement. Depending on the level of export involvement, firms should selectively target different marketing capabilities to improve export performance. This paper fills the gap in our understanding of the differential impact of various marketing capabilities on export performance for firms in different levels of export involvement.

Measuring the impact of relational capital on customer performance in the SME B2B sector

2017 ◽  
Vol 23 (6) ◽  
pp. 1144-1166 ◽  
Author(s):  
Lara Agostini ◽  
Anna Nosella ◽  
Benedetta Soranzo
Keyword(s):  
Absorptive Capacity ◽  
Open Innovation ◽  
Moderating Effect ◽  
High Tech ◽  
Relational Capital ◽  
Marketing Capability ◽  
Content Type ◽  
Innovation Practices ◽  
External Actors ◽  
The Impact

Purpose The purpose of this paper is to investigate the influence that different components of relational capital (marketing capability, open innovation with business and scientific partners, technological reputation, brand) have on customer performance (CP). Moreover, the moderating effect of absorptive capacity on such relationships is tested. Design/methodology/approach First, the direct relationship between the different components of relational capital and CP is analyzed through a linear regression model. Then, to test the moderating effect, two distinct regression analyses are conducted into two sub-samples, defined according to the level of absorptive capacity. The authors carried out these analyses on a sample of 150 small- and medium-sized enterprises (SMEs) in the medium- and high-tech B2B context. Findings Results of this study prove that CP is enhanced through firm marketing capability, open innovation with business partners and technological reputation, while brand and open innovation with scientific partner do not have an association with CP. In particular, the impact of marketing capability and open innovation with business actors on CP is greater for firms with higher absorptive capacity. Research limitations/implications This paper, highlighting the relevance of relational capital and absorptive capacity in improving CP, enhances our knowledge about the factors that help to strengthen the relationships with customers, which is an under-investigated issue especially for SMEs competing in B2B industries, and extends our knowledge on open innovation practices. Practical implications Findings of this paper suggest that, to achieve better CP, managers should pay special attention to nurturing their marketing capability and high-quality relationships with external actors and invest in absorptive capacity to enhance the positive effect of such linkages. Originality/value This work, combining the external perspective of relational capital and the internal organizational dimension of absorptive capacity, provides valuable insights about the knowledge and resource mix that firms might rely on to achieve better customer satisfaction and loyalty.

The effect of foreign market knowledge on SME export performance: a study ofnon-traditional SMEs in Ghana

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aidatu Abubakari ◽  
Kwame Simpe Ofori ◽  
Henry Boateng ◽  
Koffi N’Da ◽  
Robert Ebo Hinson
Keyword(s):  
Multinational Corporations ◽  
Absorptive Capacity ◽  
Developing Economies ◽  
Export Performance ◽  
Foreign Market ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Market Knowledge ◽  
Content Type ◽  
The Relationship

Purpose It is well documented in the extant literature that knowledge plays a crucial role in small and medium enterprise (SME) internationalization. Exporting SMEs from developing economies faces many challenges, including lack of knowledge about institutions in foreign markets, inadequate knowledge about foreign institutions and limited internationalization knowledge (IK). However, research on the export performance of SMEs has thus far focused on the internationalization strategies of multinational corporations. This study aims to explore the effect of foreign market knowledge on SME export performance. The authors also assessed the moderating effect of employee absorptive capacity in the knowledge-performance nexus. Design/methodology/approach The authors adopted a survey design to collect data from owners/managers of SMEs exporters in the Greater Accra region of Ghana. A total of 350 questionnaires were distributed based on convenience. Of this number, 257 usable responses were used in the final analysis. The authors tested the proposed model using partial least squares-structural equation modeling. Findings The findings show that the three types of foreign market knowledge tested in this study, namely, foreign institutional knowledge (FIK), foreign business knowledge and IK have positive and significant effects on SME exporters’ performance. It also shows that employees’ absorptive capacity affects the relationship between FIK and SME exporters’ performance. Originality/value The study demonstrates the types of knowledge relevant to SME export performance. The study further demonstrates the moderating effect of employee absorptive capacity on the relationship between knowledge and export performance. The study advances existing knowledge on SME performance, especially from an emerging economy context.

scholarly journals Exploitation Strategy and Performance of Contract Manufacturing Exporters: The Mediating Roles of Exploration Strategy and Marketing Capability

2020 ◽  
Author(s):  
RR Sharma ◽  
TK Nguyen ◽  
D Crick
Keyword(s):  
Value Chain ◽  
Export Performance ◽  
Marketing Capability ◽  
Structured Interviews ◽  
Senior Managers ◽  
Contract Manufacturing ◽  
Mediation Effects ◽  
Face To Face ◽  
Exploration Strategy ◽  
And Performance

© 2018 Elsevier Inc. Contract manufacturing exporters (CMEs) receive a meagre share of global value chain returns, primarily because of the mundane and exploitative nature of the activities they perform in their dependency relationships with lead firms. We posit that CMEs can enhance their performance by capitalizing on their exploitation strategy. Exploitation strategy triggers exploration strategy which requires building marketing capabilities for enhanced performance. Based on data from 154 Vietnamese CMEs, we find significant indirect only mediation effects of: 1) exploration strategy between exploitation strategy and export performance; and 2) marketing capability between exploration strategy and export performance. Further, we find significant indirect only serial mediation of exploration strategy and marketing capability between exploitation strategy and export performance. The findings are also supported and contextualized based on illustrative quotes from face to face semi-structured interviews with senior managers of 10 Vietnamese CMEs. The findings suggest that CMEs’ that consciously capitalize on the exploitation strategy by seeking exploration opportunities while building their marketing capability exhibit enhanced performance.

scholarly journals Exploitation Strategy and Performance of Contract Manufacturing Exporters: The Mediating Roles of Exploration Strategy and Marketing Capability

2020 ◽  
Author(s):  
Revti Raman ◽  
TK Nguyen ◽  
D Crick
Keyword(s):  
Value Chain ◽  
Export Performance ◽  
Marketing Capability ◽  
Structured Interviews ◽  
Senior Managers ◽  
Contract Manufacturing ◽  
Mediation Effects ◽  
Face To Face ◽  
Exploration Strategy ◽  
And Performance

© 2018 Elsevier Inc. Contract manufacturing exporters (CMEs) receive a meagre share of global value chain returns, primarily because of the mundane and exploitative nature of the activities they perform in their dependency relationships with lead firms. We posit that CMEs can enhance their performance by capitalizing on their exploitation strategy. Exploitation strategy triggers exploration strategy which requires building marketing capabilities for enhanced performance. Based on data from 154 Vietnamese CMEs, we find significant indirect only mediation effects of: 1) exploration strategy between exploitation strategy and export performance; and 2) marketing capability between exploration strategy and export performance. Further, we find significant indirect only serial mediation of exploration strategy and marketing capability between exploitation strategy and export performance. The findings are also supported and contextualized based on illustrative quotes from face to face semi-structured interviews with senior managers of 10 Vietnamese CMEs. The findings suggest that CMEs’ that consciously capitalize on the exploitation strategy by seeking exploration opportunities while building their marketing capability exhibit enhanced performance.

Sign in / Sign up

Export Citation Format

Share Document