Managerial attention and export performance: A comparison between mMNEs and pure SME exporters

2016 ◽  
Vol 2016 (1) ◽  
pp. 11133
Author(s):  
Jiasi Fan ◽  
Hans Van Ees ◽  
Gjalt de Jong
Keyword(s):  
Export Performance ◽  
Managerial Attention

scholarly journals Managerial Attention and Export Performance: A Comparison between mMNEs and Pure SME Exporters

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110475
Author(s):  
Jiasi Fan
Keyword(s):  
Export Performance ◽  
Positive Association ◽  
Organizational Structures ◽  
Managerial Attention ◽  
International Attention ◽  
International Activities ◽  
Performance Gains

Drawing on the attention-based view and literature on small- and medium-sized enterprises’ (SMEs) internationalization, we explore the value of international attention (i.e., managerial time and effort devoted to understanding the international marketplace) for SME export performance. We further argue that SMEs are heterogeneous in terms of situated contexts and organizational structures, and for that matter, differ in performance gains achieved through their managers’ international attention. A distinction is therefore made between pure exporters and so-called “micromultinationals (mMNEs)” that engage in more committed international activities besides exporting. Based on a survey of Dutch SMEs, our findings indicate a positive association between managers’ international attention and firms’ export performance. This relationship is stronger for mMNEs than for pure SME exporters, pointing to the implication that managers’ international attention should be commensurate with firm specifics in order to add values.

EXPORT DIVERSIFICATION AND EXPORT PERFORMANCE: A CONTINGENCY- AND RESOURCE DEPENDENCY-BASED ASSESSMENT

2018 ◽  
Vol 2018 ◽  
pp. 1219-1219
Author(s):  
Itzhak Gnizy ◽  
◽  
John W. Cadogan ◽  
João S. Oliveira ◽  
Asmat-Nizam Abdul-Talib
Keyword(s):  
Export Performance ◽  
Resource Dependency ◽  
Export Diversification

Managing the Human in Human Brands

2018 ◽  
Vol 10 (1) ◽  
pp. 30-33 ◽  
Author(s):  
Susan Fournier ◽  
Giana Eckhardt
Keyword(s):  
Social Embeddedness ◽  
Managerial Attention ◽  
Human Brands

Abstract The physical and social realities, mental biases and limitations of being human differentiate human brands from others. It is their very humanness that introduces risk while generating the ability for enhanced returns. Four particular human characteristics can create imbalance or inconsistency between the person and the brand: mortality, hubris, unpredictability and social embeddedness. None of these qualities manifest in traditional non-human brands, and all of them present risks requiring active managerial attention. Rather than treating humans as brands and making humans into brands for sale in the commercial marketplace, our framework forces a focus on keeping a balance between the person and the personified object.

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