Looking Back to Move Forward: A Review of the Evolution of Research in International Marketing Channels

Hoppner, Jessica J.; Griffith, David A.

doi:10.1016/j.jretai.2015.04.005

Cited by 53 publications

(37 citation statements)

References 132 publications

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“…The role of marketing channels in aiding global business operations is well noted and studied (e.g., Achrol et al, 1983;Hoppner & Griffith, 2015;Morgan et al, 2004;Samaha et al, 2014).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…They argue that the primary task environment constitutes the immediate parties involved in a focal dyadic relationship (i.e., suppliers and manufacturers and manufacturers and distributors). The secondary task environment entails parties that are involved in less immediate upstream and downstream interactions with the focal dyad, regulatory agents, and other institutions that have interests in the dyad (Hoppner & Griffith, 2015). The macro-environment includes the general social, economic, political, and technological factors that may influence the focal dyad.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

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International entrepreneurial orientation and regional expansion

Boso

Oghazi

Hultman

2016

Entrepreneurship & Regional Development

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This study examines how behavioral elements of international entrepreneurial orientation (i.e., product innovativeness, risk-taking, proactiveness, competitive aggressiveness, and autonomy) increase variability in scope of regional market expansion, and the international marketing channel management conditions under which this occurs. Results from an empirical study in a developing market show that not all behavioral elements of international entrepreneurial orientation (IEO) increase scope of regional expansion. The study specifically finds that scope of regional expansion is fostered when high levels of product innovation intensity, risk-taking, competitive aggressiveness, and autonomous behaviors are aligned with a stronger channel management capability. Conversely, the regional expansion values of product innovation novelty and proactiveness are cancelled out when channel management capability levels are high.

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“…The role of marketing channels in aiding global business operations is well noted and studied (e.g., Achrol et al, 1983;Hoppner & Griffith, 2015;Morgan et al, 2004;Samaha et al, 2014).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

International entrepreneurial orientation and regional expansion

Boso

Oghazi

Hultman

2016

Entrepreneurship & Regional Development

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“…According to the World Bank (2015), exports accounted for around 29.8% of the global GDP in 2013. In exporting, channel selection represents a key strategic decision in the form of an organisational structure that a company uses to arrange and support the marketing, selling, and distribution of its products into foreign markets (Anderson & Coughlan, 1987;Hoppner & Griffith, 2015;. Basically, there are three options available for firms to organise export channels: market modes (using title-taking distributors to perform export functions), intermediate modes (cooperating with agents/intermediaries to share control of the exporting activities), and hierarchical modes (using self-managed operation in exporting) .…”

Section: Introductionmentioning

confidence: 99%

“…Export channel is an unavoidable topic in review studies of international marketing strategy (e.g., Aspelund, Madsen, & Moen, 2007;Theodosiou & Leonidou, 2003), international marketing channel (e.g., Hoppner & Griffith, 2015), and export performance (e.g., Chen, Sousa, & Xinming, 2016;Sousa et al, 2008). However, export channel selection and the mechanism behind the selection are largely overlooked in these reviews.…”

Section: Introductionmentioning

confidence: 99%

A review of the empirical research on export channel selection between 1979 and 2015

Sousa

2017

International Business Review

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Export channel selection is an important strategy for exporting firms. Over the last 45 years, there have been a number of studies investigating the antecedents and outcomes of this strategy. However, no single study systematically reviews the findings in this field. In order to address this gap, we review the literature on export channel selection up to 2015 and analyse findings on the determinants and/or consequences of export channel selection. Our review shows that in general export channel selection remains underexplored. We identify a number of issues in the current studies, including lacking knowledge of performance implication of channel selection, missing theoretical bases, weaknesses of research methods. Based on these, this review provides future research directions for development in export channel selection research. Highlights: • We review the export channel selection empirical studies in the last 40 years. • We analyse determinants and the consequence of export channel selection. • Areas to be strengthened include theoretical basis and methodological issues. • We provide suggestions for future research.

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“…Examples include direct versus indirect exporting (Hessels & Terjesen, 2010;Ngo et al, 2016), exporting via a market channel versus via a cooperative channel (Arranz & De Arroyabe, 2009), and exporting via integrated versus independent channel (Khemakhem, 2010). Yet, companies often use multiple entry modes over the same time period for the same product market, or across their different product markets (Hoppner & Griffith, 2015). In this context, we put forward a more holistic view of export entry mode that considers a firm's entire portfolio of export activities.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%