How do the various components of interaction orientation affect export performance?

A literature review on CEE firms’ internationalization: success measurement, achievement and outcomes

“…For example, Zemplinerová (2012) studied a firm that intended to become a leader in South-Eastern and Central Europe, Panibratov (2016) focused on firms that were among the world’s largest companies in their industry while Ferencikova and Hluskova (2015) described internationalization of a firm whose software was used by more than 1,000 firms and 51 million users in 115 countries. Reavey et al (2022) also emphasized that gaining more customers can lead to sales increase and, as a result, export success.…”

“…Again, authors have chosen different sets of indicators and focused on dissimilar aspects. For instance, Kowalik et al (2017) and Sikora and Baranowska-Prokop (2018) asked firms to assess satisfaction with their financial indicators, especially, profitability, Ciszewska-Mlinarič (2016) asked them to assess their satisfaction with overall international performance, Reavey et al (2022) requested them to evaluate their satisfaction with sales to their main foreign customer, while Njegić et al (2020) and Wójcik and Ciszewska-Mlinarič (2020) focused on achieving the firms’ (main strategic) goals and Trapczynski (2016b) on success of foreign investment projects.…”

“…For developing and successfully implementing the latter, it might be useful to accumulate foreign market knowledge (Ciszewska-Mlinarič, 2016). Although in general, older firms have had more time to learn from their own experience (Barłożewski and Trąpczyński, 2021a), some firms could hire additional export managers (Reavey et al , 2022) or foreign directors (Annushkina, 2014), especially from target markets (Roolaht, 2017; Shirokova and McDougall-Covin, 2012; Sliwinski and Sliwinska, 2016).…”