Export Stimulation: A Segmentation Study of the Exporting Problems of Australian Manufacturing Firms

Barrett, Nigel; Wilkinson, Ian

doi:10.1108/eum0000000004750

Cited by 71 publications

(50 citation statements)

References 4 publications

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“…My findings support the previous research by Barrett and Wilkinson (1985), Dichtl, Koeglmayr, and Mueller (1989); Keng and Jiuan (1989); Rao, Erramilli, and Ganesh (1990) and Leonidou (2004), which rated this barrier as one of the most significant obstacles to exporting overseas. My findings also corresponded with a prior study by Cohen and Lee (2000), indicating that China is a price sensitive nation with intense competition in its forest products supply market.…”

supporting

confidence: 89%

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Export barriers to the Chinese market: Insights from British Columbia forest products firms.

He¹

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supporting

confidence: 89%

“…These include different foreign customers' habits or attitudes, and strong competition in overseas markets (Barrett & Wilkinson, 1985).…”

Section: External Barriersmentioning

confidence: 99%

Export barriers to the Chinese market: Insights from British Columbia forest products firms.

He¹

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“…The logistics barrier reflects the difficulties in supplying inventory in overseas markets, unavailable foreign warehousing facilities, and excessive transportation and insurance costs (Kaynak and Kothari, 1984;Barrett and Wilkinson, 1985). The lack of financial and human resources and a large geographical distance generate many problems for the firms in delivering products on time as well as maintaining the reasonable storage of products abroad (Cateora and Graham, 2001).…”

Section: Marketing Barriers Across Strategy Categoriesmentioning

confidence: 99%

“…Three items were used to measure the price barrier on a seven-point Likert scale as follows: "We find it difficult to: (1)…offer satisfactory prices to customers; (2)…match competitors' prices; and (3)… grant credit facilities to foreign customers (Barrett and Wilkinson, 1985;Kedia and Chhokar, 1986;Keng and Jiuan, 1989;Moini, 1997;Leonidou, 2004).…”

Section: Measures Of the Variablesmentioning

confidence: 99%

Marketing Barriers and Export Performance: A Strategy Categorization Approach in the Vietnamese Seafood Industry

Ho¹,

Olsen²

2013

AJBR

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This study tests the combined effect of five marketing barriers (product, price, distribution, logistics, and promotion) on the export performance of Vietnamese seafood companies. Representative cross-sectional data on business managers of seafood companies in the Mekong Delta, Vietnam, are used to validate construct measures and test hypotheses. The results indicate that, except for the promotion barrier, the barriers of product, price, distribution, and logistics have a significant negative impact on export performance. Based on the relative importance of the different marketing barriers, seafood firms should firstly focus on quality improvements in order to improve their export performance.

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“…Knowledge is a key resource driving the international growth of smaller firms (Barrett and Wilkinson, 1985;Cavusgil and Godiwalla, 1982;Seringhaus, 1987;Yli-Renko et al, 2002). This is particularly true of SMEs that undertake internationalization as a strategy for growth (Autio et al, 2000;Cumming et al, 2009;Sapienza et al, 2006).…”

Section: Rapid Sme Internationalisation As a Learning-intensive Processmentioning

confidence: 99%

Knowledge assimilation processes of rapidly internationalising firms

Fletcher

Prashantham

2011

Journal of Small Business and Enterprise Development

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Purpose: The accumulation of knowledge and learning by firms has been identified as critical to their internationalisation. This article explores knowledge assimilation processes of rapidly internationalising SMEs.Design: This is a qualitative enquiry in two stages. First, four case-studies were selected from firms that were participating on an internationalisation programme run by Scottish Enterprise, the regional development agency. Data collection involved semi structured interviews with CEOs and programme providers, and archival data. Second, two focus groups were held with six CEOs participating in the programme. Findings: Our findings indicate that knowledge sharing is important for rapidly internationalisingSMEs and that firms adopted high levels of formality in assimilating knowledge. Two key aspects of formality were identified as important; formal planned events to share explicit and tacit knowledge and the codification of tacit to explicit knowledge. Knowledge may be assimilated less formally by the retention of tacit knowledge as tacit, while utilising elements of formality. We find that learning for internationalisation can be transferred to support domestic growth Practical implications: It is important for firms to develop appropriate knowledge assimilation processes within their management systems to support internationalisation. The CEO and management 1 team need to take the lead in marshalling commitment to learning processes and to cultivate an organisational culture that is supportive of learning.Originality: This research contributes to international entrepreneurship by providing insights into the knowledge assimilation processes employed by rapidly internationalising SME to manage the tensions between the need for greater formality to be efficient at learning, and informality to enable speedy decision-making.

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Export Stimulation: A Segmentation Study of the Exporting Problems of Australian Manufacturing Firms

Cited by 71 publications

References 4 publications

Export barriers to the Chinese market: Insights from British Columbia forest products firms.

Export barriers to the Chinese market: Insights from British Columbia forest products firms.

Marketing Barriers and Export Performance: A Strategy Categorization Approach in the Vietnamese Seafood Industry

Knowledge assimilation processes of rapidly internationalising firms

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