Successful and Unsuccessful Exporters from Developing Countries:

Abstract

Past research has identified several organizational, managerial, relationship‐related and external variables as playing a role in determining the success or failure of a firm′s export marketing activities. However, most of this research has been conducted using samples from the developed world. Attempts to differentiate between successful and unsuccessful exporters from a developing country. Findings indicate that characteristics of the industry, nature of the product (industrial/consumer), destination of exports and managerial variables are significant discriminators of success in a developing‐country context.

The antecedents of export performance of Brazilian small and medium-sized enterprises (SMEs): The non-linear effects of customer orientation

“…Technology intensity of the product was assessed by asking respondents to indicate the degree of technology intensity of the product on a five-point scale ranging from 'not technology intensive' to 'highly technology intensive'. The experience of the manager was measured by asking respondents to indicate their degree of professional exporting experience, and their level of proficiency of the language spoken in the main export country (Das, 1994;Sousa and Bradley, 2006). Finally, customer orientation was measured using the Narver and Slater (1990) scale (see Appendix 2).…”

Determinants of export performance: a study of large brazilian manufacturing firms

“…Following the literature, we initially selected four determinants related to the external environment: development level of the target country (Aulakh, Kotabe, & Teegen, 2000;Christensen, Rocha, & Gertner, 1987), psychic distance and business distance (Evans & Mavondo, 2002;O'Grady & Lane, 1996), comparative advantages (Itaki, 1991;Porter, 1990), and barriers in the host country (Madsen, 1989). Another four determinants related to the firm were also initially included: firm size (Katsikeas, Piercy, & Ioannidis, 1996;Reid, 1981); degree of internationalization (Kogut, 1985;Porter, 1990), managers' propensity for risk (Axinn, 1988;Gomez-Mejia, 1988), and status of the exporting activity (Axinn, Noordewier, & Sinkula, 1996;Das, 1994). Also, four determinants related to strategy were considered: systematization of export planning (Bijmolt & Zwart, 1994;Shoham, 1996), degree of differentiation of the export venture's offer (Knight, Madsen, & Servais, 2004;Madsen, 1989), degree of adaptation of product mix (Cavusgil & Zou, 1994;Shoham, 1999), and price competiveness (Cavusgil & Zou, 1994;Das, 1994;Madsen, 1989).…”

Conceptualisation de l’internationalisation des PME

“…Pourtant, leur contribution est souvent soulignée (Das, 1994 (Torrès, 2007). Ces lacunes bibliographiques sont particulièrement flagrantes dans les pays du MoyenOrient et plus particulièrement au Liban, l'ensemble de la région et le pays cité étant pourtant réputés pour leur contribution historique aux échanges internationaux (Braudel, 1977(Braudel, , 1978.…”