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Purpose This research draws upon the resource-based view and the dynamic capabilities view’s premise that a firm’s resources and capabilities determine competitive advantage. Specifically, the purpose of this paper is to develop and test a model entailing simultaneously the impact of intangible resources; and dynamic capabilities and entrepreneurial orientation on export performance. Design/methodology/approach Therefore, the authors developed a study based on a survey of 265 Portuguese exporting companies. Data were submitted to a multivariate statistical analysis and a linear regression model was applied in order to predict the influence of the intangible resources on export performance. The structural equations model was used for this purpose. Findings The results show that export performance is directly impacted by dynamic capabilities and entrepreneurial orientation. However, intangible resources do not have a significant direct impact on entrepreneurial orientation; they do have an indirect effect through the mediation of dynamic capabilities. These findings highlight the catalyst role of dynamic capabilities and entrepreneurial orientation, leveraging the role of intangible resources as antecedents of export performance. These findings are valuable inputs for exporting managers and public entities. Originality/value While previous authors have attempted to analyse certain aspects of this process (linkage between intangible resources and export performance), this research developed a framework that combines these ones with entrepreneurial orientation and dynamic capabilities.

This study analyses the relationships among entrepreneurial orientation, organisational resources, dynamic capabilities, and export performance. Specifically, we propose that entrepreneurial orientation enhances the attraction of financial, informational and relational resources thus affecting export performance through dynamic capabilities. This model is empirically tested with data from 265 managers of exporting companies in Portugal. Results validate ten out of eleven direct relationships of the model and confirm the mediating effect of organisational resources and dynamic capabilities on export performance. Entrepreneurial orientation contributes to the attraction of relational and informational resources, relational resources boost the development of informational and financial resources, and these three types of organisational resources directly affect the development of dynamic capabilities and export performance. In what concerns the managerial implications, managers, public policy makers, and researchers aiming to contribute to firms' competitiveness and performance must clearly understand how resources affect the development of differentiated dynamic capabilities.

This paper uses a sample of 1243 international firms for the period 2013–2017 to analyse the effect that a greater presence of women in management teams has on business behaviour in relation to labour and human rights, and the mediating role of improved performance in these rights on corporate transparency. The results show that gender diversity in management teams is positively associated with performance in relation to labour and human rights, and that such a performance acts as a mediating factor by fostering a higher disclosure of information regarding these issues. The findings therefore seem to indicate that the presence of women in management teams acts as a driving force for enhanced social responsibility.