Common Method Bias (CMB) represents one of the most frequently cited concerns among Information System (IS) and social science researchers. Despite the broad number of commentaries lamenting the importance of CMB, most empirical studies have relied upon Monte Carlo simulations, assuming that all of the sources of bias are homogenous in their impact. Comparatively analyzing field-based data, we address the following questions: (1) What is the impact of different sources of CMB on measurement and structural models? (2) Do the most commonly utilized approaches for detecting CMB produce similar estimates? Our results provide empirical evidence that the sources of CMB have differential impacts on measurement and structural models, and that many of the detection techniques commonly utilized within the IS field demonstrate inconsistent accuracy in discerning these differences.

Purpose-This paper has two objectives in the area of industrialised small-and medium-sized industrial company (SME) export activity. First, it responds to the gap in the literature on the role of market intelligence in the interrelations between perceived psychic distance, marketing mix decisions and export performance. The second objective concerns the influence of resource heterogeneity (size and export department) in the proposed model. Design/methodology/approach-The current paper tests a posited research model and its hypotheses using the data from a multi-sector sample of exporters (196 Spanish industrial SMEs). The data are analyzed using a partial least squares approach. Findings-The results of the empirical study show that: strategic decisions to adapt marketing mix elements to suit foreign markets have a positive effect on export performance; strategic adaptations are more numerous when export managers perceive a greater psychic distance; an export department helps develop market intelligence ability, which positively moderates the impact of strategic adaptations on export performance; and size does not have a significant effect on the interrelations studied. Practical implications-Export managers in industrial SMEs can use the results and conclusions of this present paper to systematise their decision-making in export activity. Originality/value-This paper makes a significant contribution towards covering an important gap in research into industrial SME exporters, by demonstrating the importance of market intelligence in export activity.

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