Antecedents of SME export intensity in a Latin American Market

Bianchi, Constanza; Wickramasekera, Rumintha

doi:10.1016/j.jbusres.2016.02.041

Cited by 77 publications

(69 citation statements)

References 99 publications

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“…As of 2013, the seven provinces generated over 58% of total GDP, inhabited by 57.5% of total population and populated by approximately 60% of total SMEs in Indonesia (BPS-Statistics Indonesia 2014b). 4 Online promotion at the website of Ministry of Cooperatives and SMEs, http://www.indonesian-products.biz. 5 The catalogue provides SMEs products description and contacts in four languages (English, Arabic, Japanese, and Indonesian) and published annually as part of the ministry's promotion program (Ministry of Cooperatives and SMEs Republic of Indonesia 2011, 2012).…”

Section: Methodsmentioning

confidence: 99%

Export Stimuli, Export Stages and Internationalization Pathways: The Case of Indonesian SMEs

Revindo¹,

Gan²

2017

ECON FINANC INDONES

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Small and Medium-sized Enterprises (SMEs) in developing countries are still constrained to seize the opportunity of trade liberalization as compared to their large counterparts. It has been argued that effective efforts to foster SME export require clear understanding of the factors that stimulate them to export. This study investigates the export stimuli of 385 Indonesian SMEs at different export stages (pre-exporting and exporting) and different internationalization pathways (domestically established exporter and born-global SMEs). Three types of export stimuli are consistently identified as the most important in all sub-samples: the presence of foreign buyers, the confidence in the products and the aspiration to find alternative markets. By contrast, two types of export stimuli are consistently found as the least important in all sub-samples: government support and Indonesian diaspora communities. The academic and policy implications of the findings are discussed. Keywords: Export Stimuli; Small And Medium-Sized Enterprises (SMEs); Stages Of Exporting; Internationalization Pathways; Born-Global Enterprise; Indonesia AbstrakKontribusi Usaha Kecil dan Menengah (UKM) terhadap ekspor di negara berkembang masih sangat terbatas. Hasil studi sebelumnya menunjukkan bahwa upaya meningkatkan ekspor UKM memerlukan pemahaman akan faktor-faktor yang mendorong ekspor (pemicu ekspor). Studi ini meneliti pemicu ekspor pada 385 UKM di Indonesia, meliputi UKM pada tahapan pra-ekspor dan eksportir serta meliputi UKM dengan jalur internasionalisasi yang berbeda. Hasil studi ini menunjukkan bahwa terdapat tiga jenis pemicu utama ekspor: kontak dari calon pembeli luar negeri, rasa percaya diri atas produk dan keinginan untuk memperluas pasar. Sebaliknya, dukungan pemerintah dan komunitas diaspora Indonesia belum menjadi pemicu utama ekspor. Temuan ini memiliki implikasi bagi diskursus akademis dan pengambil kebijakan di bidang pengembangan UKM.

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Section: Methodsmentioning

confidence: 99%

Export Stimuli, Export Stages and Internationalization Pathways: The Case of Indonesian SMEs

Revindo¹,

Gan²

2017

ECON FINANC INDONES

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“…One of the frequently studied issues in IB research is an attempt at understanding why certain companies are exporting while others are not, given that they have similar bundles of resources and face similar institutional environments. The concept in expectancy theory (Vroom, ) provides a possible explanation: that managers/founders can “picture the future of the firm” (Bianchi & Wickramasekera, , p. 3). They have various insights into the attractiveness of export drivers and the potential risks of export barriers; thereby, a firm's internationalization behavior is susceptible to the influence of individual perception.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The extent to which a firm is motivated to go global is determined by the decision maker's perceived attractiveness of the export markets (Dai, Maksimov, Gilbert, & Fernhaber, ). In the literature, perceived export benefits are conceptualized and operationalized as export motivations, which include proactive (or pull) factors and reactive (or push) factors (Bianchi & Wickramasekera, ). This article has adopted the concept of change agents for the factors that trigger a firm's interest in international operations.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Exploration of Chinese SMEs' export development: The role of managerial determinants based on an adapted innovation‐related internationalization model

Yan

Wickramasekera

Tan

2018

Thunderbird Intl Bus Rev

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Over the past two decades, small to medium-sized enterprises (SMEs) in China have achieved rapid international development. Due to China's unique cultural and institutional environments, our understanding of the influence of managerial determinants on internationalization is still limited. This exploratory study takes the lens of the innovation model of internationalization to revisit the dynamic development of Chinese SMEs' export operations. Based on the four indepth case studies, the findings suggest that exports by Chinese SMEs are influenced by managerial perceptions such as negative country-of-origin effect and strict overseas quality standards. In addition, they show that both external and internal drivers act as "change agents" in their internationalization involvement. These findings will assist various stakeholdersgovernment and export promotion agencies-to develop and deliver needs-based supports and encourage nonexporters to participate in international operations. K E Y W O R D Schange agents, China, export barriers, innovation-related internationalization model, managerial determinants, SMEs

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“…Independently of the type of strategic choice for a firm, cost or differentiation, in the global market for exports, capacities and marketing assets acquire greater relevance due to the need to understand more precisely customers' requirements and to provide them with value (Bianchi & Wickramasekera, 2016;Brenes, Montoya, & Ciravegna, 2014;Cadogan et al, 2003;Kaynak & Kara, 2004). Market orientation is one of the assets (such as strategic orientation) that is understood as the culture inside an enterprise that enhances a firm's attention towards customers' needs in the implementation of the competitive strategies.…”

Section: 1theoretical Contributionmentioning

confidence: 99%

“…Our contribution to the strategy implementation literature is to evaluate the impact of drivers of international behavior, e.g., resource-based factors, across Latin American markets because of the limited research on export behavior in these markets (Bianchi & Wickramasekera, 2016;Brenes et al, 2014). Theoretically, we expect to shed light on the level of influence of internal behavioral factors and organizational capabilities on firm export performance using a multi-dimensional concept with a focus on financial, customer and product dimensions.…”

Section: Introductionmentioning

confidence: 99%

Drivers of the Implementation of Strategies in Latin American Firms’ Export Performance

Heredia

Flores

Kunc³

2017

Proceedings

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This study examines the relationships among competitive strategies (differentiation and costleadership), MO (market orientation), and export performance. We used a questionnaire survey of executives of manufacturing and service companies in Peru, Brazil, Mexico and Chile and employed a structural model equation to test the hypotheses and confirmatory factor analysis to develop the underlying multi-item constructs. We find that MO mediates the implementation of competitive strategies in export performance. Additionally, differentiation strategy have a greater impact on MO than cost strategy. We conclude with implications and future research.

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Antecedents of SME export intensity in a Latin American Market

Cited by 77 publications

References 99 publications

Export Stimuli, Export Stages and Internationalization Pathways: The Case of Indonesian SMEs

Export Stimuli, Export Stages and Internationalization Pathways: The Case of Indonesian SMEs

Exploration of Chinese SMEs' export development: The role of managerial determinants based on an adapted innovation‐related internationalization model

Drivers of the Implementation of Strategies in Latin American Firms’ Export Performance

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