Export market orientation, marketing capabilities and export performance of SMEs in an emerging market: a resource-based approach

The Influence of Dynamic and Adaptive Marketing Capabilities on the Performance of Portuguese SMEs in the B2B International Market

“…This capacity is an asset for organizations in the international market, as it has a strong capacity to exploit external resources to develop the organization in a new market so that the three components that make up AMC are considered influential in the organization's performance [26]. Through the characteristics of the two components that had positive effects on IMP, in which the company has the ability to observe the market in order to be quicker to perceive opportunities and promoting anticipation about competitors (vigilant market learning) [26,51] and the component to assists in building relationships by opening up communication with partners, exchanging technologies and mobilizing skills of current partners (open marketing) [17,26], it is possible to perceive, due to the volatility of the international B2B market [20] and the need for organizations to be in constant evolution, once again aligned with the purposes of the R-A theory [28], it is possible to understand the reasons that justify their influences.…”

“…The growing trend of globalization of markets and the consequent increase in the intensity of competition has led to the emergence of new strategies within companies, to equate the performance in international trade [28,29]. In order to extract all the potential benefits of the new market, the organization must be internally endowed with strong resources, which can be defined as assets, capabilities, organizational processes, attributes, information, and knowledge of the company [1,30], which acquires and improves throughout its existence.…”

“…The constant development of the quality of the attributes of the company is fundamental for the construction of the competitive advantage, either through its products, processes, flexibility in relation to the market [34], aiming at a positive integration between internal and external business environments [35]. To build a sustainable competitive advantage and a performance superior to high competition, companies need to have the resources that are oriented as requirements of the international environment, through the search for new business opportunities, new markets, adaptation, and creation of products to new consumers/markets [28]. The impact of the dynamics of these capacities on the organization, becoming a competitive advantage in the international market [36], are crucial to raise the positive advantages in international marketing performance [37].…”

“…The impact of the dynamics of these capacities on the organization, becoming a competitive advantage in the international market [36], are crucial to raise the positive advantages in international marketing performance [37]. Following the R-A theory, how companies should seek heterogeneous resources, or a diversity of resources, based on an analysis of their competitors' resources, thus obtaining different performances within the same market [19,27,28]. These advantages arise from the value perceived by the consumer in relation to the amount invested in the acquisition [38].…”

Effect of IT capability and intangible IT resources on sustainable competitive advantage: Exploring moderating and mediating effect of IT flexibility and core competency

“…These close interactions of tangible and intangible assets will enhance firm competitiveness, fulfilling customer needs, and attracting new ones, along with expanding market shares (Cetindamar et al, 2009). In comparison, market competencies refer to the corporation's capacity to apply the obtained knowledge (information) and skills to match the market's demands, and customer needs by adding value to their products and services (Acikdilli et al, 2020;Golfetto & Gibbert, 2006).…”