Theory posits that export commitment is key to the effective implementation of resource-led strategy. The authors investigate the role of export commitment, considered a multidimensional construct, in linking export resources and capabilities to positional advantages achieved in foreign markets. They test their resource-based view assertions among a multi-industry sample of 150 Spanish exporters. The results show that experiential resources, specific export capabilities, and export market orientation (EMO) reinforce export commitment, which exerts a positive effect on perceived positional advantages. These perceptions also are likely to be positive if the firm adapts its marketing mix to the needs of its foreign markets. Moreover, the results show that EMO exerts a positive influence on marketing-mix adaptation. Resources linked to experience and informational knowledge about foreign markets foster the development of capabilities (i.e., specific export capabilities and/or EMO). Finally, the results indicate that specific export capabilities influence EMO. The authors conclude with a discussion of practical implications for facilitating export competitive strategy and success.

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Values are an essential element explaining a person's attitudes and behavior. Therefore, it is surprising that despite the number of studies that have examined the organizational and managerial factors affecting export performance, little research has investigated the possible impact of a manager's individual values on strategic choice and the export performance of the firm. To address this gap in the literature, the authors examine the impact of managers’ values on the firm's customer responsiveness and export performance. In addition, they examine the mediating role of customer responsiveness in the values–export performance linkage. The authors explore the empirical usefulness of the psychic distance construct by examining its direct link with export performance and the extent to which it moderates the relationship between individual values and export performance. Overall, the results suggest that managers’ values significantly influence strategic decisions and the export performance of the firm, highlighting the need for more research attention in this area.

PurposeThe purpose of this paper is to use the resource‐based view (RBV) to analyze the influence of the resources available for the export activity (deriving from the firm's size, experience and structure) and the international marketing strategy on export performance.Design/methodology/approachA sample of Spanish companies is analyzed using logit modeling.FindingsThe results show that the resources available are essential antecedents of the type of export strategy chosen by the firm to compete in international markets and of its export performance. Likewise, although the international expansion strategy adopted does not affect export performance, the decision about whether to standardize or adapt the marketing‐mix elements does have an impact.Originality/valueThe paper tries to solve the problem arising from the contradictory results on the effect of export performance antecedents using the RBV as theoretical foundation. With that purpose, the authors analyze jointly the factors proposed as potential determinants in this research.

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