The authors employ a resource-based view perspective to understand how a set of capabilities (organizational learning, relationship, and quality capabilities) influences product strategy (product quality and product innovation) and export performance (relationship performance and economic performance). Using two types of respondents from the same firm, they find strong support for the capability–strategy–performance link. The results indicate that managers should invest in relationship management capabilities to improve product innovation and product quality, which in turn leads to export performance enhancement. Furthermore, the findings reveal that though product quality is a critical aspect in international markets, both product innovation and relationship performance play a greater role in enhancing economic performance. The authors conclude with implications for international marketing theory and practice.

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Export performance models anchored in the industrial organization and resource-based theories have previously been developed and tested. Thus far there have been no empirically tested export performance models that have reflected the core tenets of the relational, or behavioral, paradigm. Drawing from relational exchange theory, a model that includes reciprocal perceptions that relate to both past and future exchanges is developed. This model is tested with dyadic data from 125 West–East (Australia–Thailand) exporter–importer partnerships, reflecting the increasing importance of West–East exchange relationships. Results support the theory's contention that commitment (to future exchanges) is associated with export performance, and is itself driven by a reciprocal cycle of each partner's perception of the other's commitment, relationship-specific investments and dependence. This cycle of commitment is in turn influenced by each partner's trust in the other (from past exchanges), with different types of trust linked to different types of commitment. Trust and commitment are then found to be related both to interpersonal factors (i.e., effective communication, cultural sensitivity and likeability of partner) and to firm factors (reputation and competencies of partner). Journal of International Business Studies (2008) 39, 880–900. doi:10.1057/palgrave.jibs.8400385

This article aims to better understand patterns of rapid internationalization by using the emerging international entrepreneurship paradigm. This involves (1) taking an opportunity-based view (OBV) rather than just the firm as a focal point of analysis, (2) focusing on dynamic entrepreneurial processes, and (3) stressing the importance of history. The authors gathered empirical evidence from 15 case studies of small and medium-sized enterprises in Australia. They find support for the central proposition that behind the gradual or rapid internationalization process lies a path-dependent process of opportunity development and cross-border venturing activities that is shaped by the domestic and international networks in which the key actors and organizations have operated in the past and in which they are currently operating. The evidence leads the authors to question the notion that rapid internationalization is indeed rapid. Importantly, it reveals that rapid internationalization seems to be a truly rapid process only when not taking an OBV. In doing so, the authors demonstrate that the OBV is a fruitful avenue of enquiry to advance knowledge in this area and underscore the importance of the entrepreneurial process and firm history.