Market orientation and export performance: the moderation of channel and institutional distance

Abstract

This article is c Emerald Group Publishing and permission has been granted for this version to appear here (http://dro.dur.ac.uk/19530/). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Purpose: Market orientation (MO) has been shown to provide a valuable resource-based advantage in domestic markets. How internationalizing firms from emerging markets can benefit from this capability is more complex while facing institutional distance. This research develops and tests theory to suggest that although MO capabilities can enhance export performance, the structure where they are deployed, namely the export channel a firm uses and the market in terms of institutional distance from home, can affect the benefits derived from MO.Design/methodology/approach: With a sample of Chinese exporters and data collected via questionnaire survey, this research uses a multiple regression model to test the hypotheses. Findings:It finds that firms with stronger MO capabilities can improve export performance by using hierarchical channels and by exporting to more institutionally distant markets where MO provide greater value. Originality/value: This research claims to make several important contributions to the literature by providing a better understanding of how firms can successfully deploy MO capabilities when exporting.

Impact of market orientation on firm’s customer-based performance: the moderating role of employee orientation

“…Main findings He, Brouthers, and Filatotchev (2018) Firms with stronger MO capabilities can improve export performance by using hierarchical channels and exporting to more institutionally distant markets where MO provides greater value. Murray, Gao, and Kotabe (2011) Marketing capabilities mediate the MO-performance (financial, strategic and product performances) relationship, while competitive advantages partially mediate the marketing capabilities-performance relationship.…”

Why do innovators not apply for trademarks? The role of information asymmetries and collaborative innovation

“…Very often products are marketed to end consumers through wholesalers, retailers and agents. He et al (2018) argue that the most popular channels of marketing the exports of SME are agents and distributors or partners in the host country, as the SME firm may itself lack the resources and market orientation to do so. These alternative channels are more likely to provide information about their client's product to the customer and also collect information about customer reactions to feed back to the firm.…”

The impact of dynamic capabilities and market orientation on firm performance: a case study of higher education consulting firms

“…Furthermore, market orientation (MO) can be conceptualised as a "philosophy or way of thinking that places the highest priority on the creation of superior customer value in the marketplace" (Tajeddini & Ratten, 2020, p. 197) . Importantly, MO has been described as having a moderating effect on the DC-performance link (Baker & Sinkula, 2015;Kiessling et al, 2016;Morgan & Vorhies, 2018;He et al, 2018;Hernández-Linares et al, 2020).…”