The Export Information System: An Empirical Investigation of Its Antecedents and Performance Outcomes

Abstract

Marketing literature has widely acknowledged the significant contribution of information-processing activities to export organizations’ success. The export information system (EIS) comprises four key dimensions: information sources, information acquisition, information dissemination, and information utilization. The current research develops and empirically tests a comprehensive conceptual framework that assesses (1) the chain of effects linking the four key dimensions of the EIS, (2) the influence of organizational structure (i.e., formalization and centralization) on the efficiency of export information dissemination, and (3) the relationship between the EIS and export performance. The authors also investigate the moderating effects of certain environmental forces (i.e., market turbulence and intensity of competition). The findings support the critical role of information processing in the success of small and medium-sized exporters. The authors conclude by discussing the study's implications for academic researchers and practitioners as well as directions for further research in the field.

The Impact of Internal Factor Analysis Summary (IFAS) and Competing Power on Performance in the Life Insurance Industry: The Mediating Role of Competitive Advantage

“…Determining the right strategy of competitive advantage will have an impact on the company's performance when the company is able to meet consumer expectations, so that the competitiveness of the company is able to increase competitiveness and ultimately impact on high performance of the company. The results of this study support the findings of Yadav et al (2017) that consumer satisfaction is proven to mediate the ISSN 2377-4622 2018 influence of competing forces with business performance (Theodosiou & Katsikea, 2013).…”

Does Improvisation Help or Hinder Planning in Determining Export Success? Decision Theory Applied to Exporting

“…Based on Dillman's (2007) recommendations, an online questionnaire was sent to the manager responsible for export marketing decisions in the firm, with four waves of follow-ups. The final sample comprised of 200 respondents, providing a usable response rate of 16.5%, which is on a par with other recent export marketing studies (Theodosiou and Katsikea 2013).…”

“…Exporting is the most popular mode of entry into international markets (Hultman, Katsikeas, and Robson 2009), and many firms, which struggle to survive in challenging economic conditions, have little choice but to export (Theodosiou and Katsikea 2013). As a result, an understanding of the determinants of timely responsiveness to these conditions (Homburg, Grozdanović, and Klarmann 2007) and subsequent export performance has become particularly important to marketing academics, managers and policy makers alike (Sousa, Ruzo, and Losada 2010).…”

Do Export Learning Processes Affect Sales Growth in Exporting Activities?

“…Table 1 further suggests the literature has produced conflicting findings on the export performance consequences of export learning. Certain studies have examined how processes of export learning shape export market success within relevant boundary conditions (Theodosiou and Katsikea 2013). While a focus on external contingencies is legitimate (cf.…”

“…Contributions to knowledge on export learning theory: While the organizational learning literature has for a long time emphasized the theoretical distinction between know-what and know-how forms of learning (Edmondson et al 2003), prior exporting research has focused almost exclusively on informational learning processes that harness the former (e.g., Souchon, Sy-Changco, and Dewsnap 2012;Theodosiou and Katsikea 2013). A rare exception is Morgan et al (2003), but their empirical study stops short of directly capturing the experiential learning process underpinning how exporters create and transfer knowledge.…”