Exploring market orientation in new export ventures

Evers, Natasha

doi:10.1504/ijeim.2011.039827

Cited by 8 publications

(13 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The notion of a "legitimacy threshold" can exist below which novice born globals will fail and above, become established (Rutherford and Buller, 2007). Horizontal actors can endow the born global with commercial reputation and legitimacy (O'Gorman and Evers, 2011;Chetty and Blankenburg-Holm, 2000). Through referrals and recommendations, existing horizontal ties can enhance a firm's legitimacy and credibility with others (Zain and Ng, 2006;Ge and Wang, 2013).…”

Section: Legitimisation and Reputational Effects In Horizontal Networkmentioning

confidence: 99%

Local horizontal network membership for accelerated global market reach

Ryan

Evers

Smith

et al. 2019

IMR

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to explain how some born global firms can leverage the rich social capital in their local (home country) horizontal network for accelerated international market entry and growth. Horizontal networks warrant separate attention from their vertical counterparts, which, along with those focussed on external international contexts, dominate most network studies in the realm of born global research. Design/methodology/approach The study utilises a multi-level qualitative approach in the study of a multi-firm population of animators in Ireland that, due to the small domestic market for their product, needed to pursue global customers from inception. The case study domain was purposely selected as a critical exemplar of a local horizontal network operating in a highly globalised industry. The authors collected data through in-depth interviews with 16 company founders. This primary interview data were complemented by interviews with staff at the apposite industry association and triangulated with secondary data on the local and global industry conditions, members’ international successes and awards. Findings The results demonstrate how active membership of a local horizontal network can be leveraged for the acquisition of international market knowledge and customers for born global ventures. This arises from the sharing of collective market knowledge and communal global customer information within the network to mutual benefit. Originality/value Although limited by the specific conditions in this highly globalised, non-competitive industry context, this study is unique in that it finds that cooperative interpersonal and inter-firm relationships embedded in a local horizontal social network, and mediated in part by an institutional support actor, emerge as important levers for a born global’s accelerated acquisition of foreign market knowledge and of global customers.

show abstract

Section: Legitimisation and Reputational Effects In Horizontal Networkmentioning

confidence: 99%

Local horizontal network membership for accelerated global market reach

Ryan

Evers

Smith

et al. 2019

IMR

Self Cite

View full text Add to dashboard Cite

show abstract

“…Notwithstanding the rich conceptualizations of this strategic perspective in the literature (Eisenhardt and Martin 2000; Teece, Pisano, and Shuen 1997; Weerawardena et al 2007), theoretical advancements and empirical evidence have been limited in examining how dynamic capabilities materialize for competitive advantage (Ambrosini, Bowman, and Collier 2009; Newbert 2007) and, in particular, for internationalizing new ventures (Evers 2011b; Weerawardeena et al 2007). Despite significant research output in recent decades on international new ventures (INVs; also referred to as “born globals”) (for reviews, see Jones, Coviello, and Tang 2011; Keupp and Gassman 2009), an apparent deficit of theoretical processual models remains in explaining key managerial processes in INVs and particularly in examining how these firms develop and execute competitive marketing strategies under dynamic and diverse market conditions.…”

mentioning

confidence: 99%

“…Some extant works have used the dynamic capabilities perspective to understand marketing strategies in INVs, though research has directed attention mainly toward market orientation. Narver and Slater (1990, p. 21) define market orientation as “acquiring information about buyers and competitors in the target market and disseminating it throughout [the organization] … to create superior value for [buyers].” Market orientation has been widely prescribed as a core marketing capability for competitive advantage of INVs and for successful implementation of a firm's international marketing strategy (Armario, Ruiz, and Armario 2008; Evers 2011a; Ruokonen et al 2008). Typically, INVs have an international market orientation from inception; they are ultimately exposed to exogenous factors (competition, technology, and institutional and economic factors) of a greater scope, meaning that they experience greater complexity and diversity in their market and institutional environments (Evers 2011a).…”

mentioning

confidence: 99%

Stakeholders and Marketing Capabilities in International New Ventures: Evidence from Ireland, Sweden, and Denmark

Evers

Andersson

Hannibal

2012

Journal of International Marketing

Self Cite

109

100

View full text Add to dashboard Cite

Few studies have examined the dynamic capabilities perspective in the context of international new ventures (INVs) and, in particular, toward their marketing activities. Using a cross-country case approach, this article explores the role of stakeholders in the marketing capability-building processes of INVs in Ireland, Sweden, and Denmark. The study reveals that different stakeholders play a critical role in influencing how INVs build their marketing capabilities to respond effectively to the dynamic nature of international markets in which they operate. The results show that different stakeholder groups (allied, cooperative, neutral, and entrepreneur) can influence the learning processes (single-, double-, and triple-loop) of the firm and can determine the nature of dynamic marketing capabilities (incremental, renewing, and regenerative) needed to create and sustain international competitive advantage. Furthermore, "effectuation logic" can explain how entrepreneurs manage and leverage stakeholder relationships in marketing capability processes to cocreate value for the firm. By incorporating dynamic capabilities, stakeholder, and learning theories, this study offers a dynamic, process-oriented model for INV research and provides much-needed qualitative insights into the dynamic capabilities theory of the firm.

show abstract

“…One start-up and 4 growth firms demonstrate activeness by provoking meetings with potential clients. These actions do appear to be directly classified by participants as tie-based and non tie-based methods which relates to Evers (2011) market-oriented activities (to be discussed below).…”

Section: Activenessmentioning

confidence: 99%

“…In addition, it is not a given that entrepreneurs embrace or understand the importance of advertising, promotion, and relationship marketing in general from the beginning of their commercial adventure as observed by Evers (2011). Growth firms, with their superior workforces, have undoubtedly assigned dedicated employees for some of these activities, or even specialists.…”

Section: Serendipitymentioning

confidence: 99%