Configuring foreign market knowledge and opportunity recognition capabilities to predict the performance of export-manufacturing firms

Mostafiz, Imtiaz; Sambasivan, Murali; Goh, See Kwong; Ahmad, Paiman

doi:10.1080/14778238.2021.1919573

Cited by 13 publications

(18 citation statements)

References 89 publications

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“…In this context, Torres (2011) andNavarro-García et al (2016) have suggested that export firms need to develop foreign market intelligence capabilities before launching a new market/ country with a new product that can help the firm adapt to new markets/country's culture, competition and consumers' taste and preferences. Mostafiz et al (2022) have found that foreign market knowledge (FMK) and opportunity recognition capabilities positively impact the performance of Bangladesh's export manufacturing firms. Moreover, Kohli and Jaworski (1990) advocated developing market intelligence capability, which mitigates the foreign market uncertainties and favours enhanced firm performance.…”

Section: Discussionmentioning

confidence: 99%

Linking entrepreneurial orientation with export performance: mediation effects of multiple differentiation strategies

Hossain

Abdullah²,

Balwi³

et al. 2022

JBIM

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Purpose This study aims to examine the effect of entrepreneurial orientation (EO) on the export performance of apparel small- and medium-sized enterprises (SMEs) and the role of multiple differentiation strategy as a mediation effect between their relationships. It has also investigated the moderation impact of export market category between EO and performance relationship. The multiple differentiation strategy comprises the product (PDD), customer (CTD), service (SVD) and brand (BDD) differentiations. Design/methodology/approach A cross-sectional survey was carried out by providing a questionnaire to senior managers and owners of the apparel SMEs from the developed and developing markets exporters. The primary data of 550 was treated by the partial least squares-structural equation modelling) technique for final analysis. Findings The study revealed EO’s positive and significant effect on SMEs’ export performance. The study has found the mediation effect of product, customer and brand differentiation strategies between EO and export performance relationships from the mediation analysis. In contrast, service differentiation has found no mediation effect. However, the moderation effect (export market category) has revealed an insignificant effect between EO and performance association. Research limitations/implications The findings of this study are based on one country data analysis. This study has been conducted in the SMEs of the apparel industry in Bangladesh, considering only owners and senior-level managers of the firms. Originality/value This research has drawn the attention of managers/owners to EO and multiple differentiation strategies enhancing export performance from the developing country context, such as Bangladesh. Multiple differentiation as a competitive strategy is the pioneer application of mediating effect between EO and export performance relationships. Moreover, this research has investigated the effect of the export market category as a moderator. Dearth research has applied the export market category to investigate the moderation effect between EO-performance models. Therefore, current research has theoretical and practical contributions to the international entrepreneurship and strategic management literature.

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Section: Discussionmentioning

confidence: 99%

Linking entrepreneurial orientation with export performance: mediation effects of multiple differentiation strategies

Hossain

Abdullah²,

Balwi³

et al. 2022

JBIM

View full text Add to dashboard Cite

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“…Mostafiz et al. (2022a, b) and Yin et al. (2020) halt this general trend and emphasise why context matters in the EO rent-yielding process.…”

Section: Contributions Implications and Conclusionmentioning

confidence: 99%

“…The insights into the complex native and immigrant entrepreneurship setting in an emerging economy context are more actionable than if one analytical technique was used. The original survey data or calibrated score from fsQCA can be used to perform NCA (Mostafiz et al, 2021b). However, the authors used the fsQCAcalibrated scores to perform an NCA to maintain consistency.…”

Section: Eo and Km Processesmentioning

confidence: 99%

Entrepreneurial orientation and knowledge management: comparing configurations of native and immigrant entrepreneurial firms

Mostafiz

Hughes

Simeonova

et al. 2023

IJEBR

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PurposeKnowledge-intensive entrepreneurial firms succeed when they can better marshal their knowledge resources into productive advantages, necessitating entrepreneurial orientation (EO) and knowledge management (KM) processes of knowledge acquisition, application, conversion and protection. However, configurations of EO and KM processes are unaccounted for in extant theory, and the differences between the operating context of knowledge-intensive entrepreneurial firms are unclear. Therefore, this study investigates the configurational combination of EO and KM processes in two different contexts as native and immigrant entrepreneurial firms.Design/methodology/approachDrawing on the knowledge-based theory, the authors apply fuzzy-set qualitative comparative analysis (QCA) and necessity analysis of QCA (NCA) to data from Malaysian native (N = 185) and immigrant (N = 146) service-oriented entrepreneurial firms.FindingsThe results demonstrate that immigrant entrepreneurial firms’ performance relies on knowledge processes of knowledge acquisition and application to ensure intelligent effectuation of EO; but for native entrepreneurial firms, the critical knowledge processes for performance success are knowledge conversion and protection. The NCA suggests that EO is critical for both firms; however, conjunctional causations differ based on KM processes.Originality/valueThis study enriches the emerging knowledge-based theory of the entrepreneurial-oriented firm by advancing the theory and conversation by revealing how EO, KM processes and context link in which the profile of the EO–performance relationship is configurationally dependent. The study advances the knowledge-based theory of entrepreneurially-oriented firms to account for entrepreneurship in context.

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“…Learning helps to develop dynamic capabilities which enable the configuration and reconfiguration of operational resources and routines. The competitive advantage comes from a new configuration of resources and operational routines (Mostafiz et al , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

The interplay of knowledge management, operational and dynamic capabilities in project phases

Salwan

Patankar²,

Shandilya³

et al. 2023

VJIKMS

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Purpose Project delivery organizations (PDO) have to develop competitive advantage against new entrants. This study aims to explore the knowledge conversion transactions proposed by Nonaka and Takeuchi (1995) in project phases through the interplay of dynamic and operational capabilities. This study is based on a case study for a PDO in the engineering industry. Design/methodology/approach This study proposes a model of dynamics between the constructs, and its illustration with a case study of a PDO. The research extends the socialization, externalization, combination and internalization (SECI) model of knowledge management (KM). Findings This study provides an overview of existing research related to the constructs like applicability of operational and dynamic capabilities, knowledge configuration and knowledge management processes to individual projects delivered by a PDO for its clients. Further, this study provides an overview of the knowledge configuration adopted by an organization and how it helps to build the competitive advantage of an organization. Research limitations/implications This study proposes a model for applying the constructs to each of the phases of a project. It then illustrates the knowledge value chain in a PDO in the field of engineering projects with detailed insights into the steps of sensing, seizing and sharing knowledge across the project life cycle. Practical implications Project-based firms can use the learnings and create their own SECI model linking the conceptual model of KM and PDO and KM value chain. Social implications In social projects implementation, this conceptual model and process will be helpful in building efficiency and effectiveness. Originality/value This case study presents the knowledge value chain in a PDO in the field of engineering projects with detailed insights into the steps of sensing, seizing and sharing knowledge across the project life cycle.

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Configuring foreign market knowledge and opportunity recognition capabilities to predict the performance of export-manufacturing firms

Cited by 13 publications

References 89 publications

Linking entrepreneurial orientation with export performance: mediation effects of multiple differentiation strategies

Linking entrepreneurial orientation with export performance: mediation effects of multiple differentiation strategies

Entrepreneurial orientation and knowledge management: comparing configurations of native and immigrant entrepreneurial firms

The interplay of knowledge management, operational and dynamic capabilities in project phases

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