What drives the export performance of small and medium-sized subcontracting firms? A study of Korean manufacturers

Kim, Jae‐Jin; Hemmert, Martin

doi:10.1016/j.ibusrev.2015.09.002

Cited by 77 publications

(64 citation statements)

References 75 publications

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“…Relational resources gained through the firms’ connections and collaboration with their foreign partners (importers) are important determinants of export performance (Fafchamps et al, ; Haddoud, Jones, & Newbery, ; Kim & Hemmert, ; Lages, Lages, & Lages, ; Leonidou, Samiee, Aykol, & Talias, ; Ling‐Yee, ; Ural, ). Evidence from the United Kingdom showed that compared to local networks, foreign relationships have a greater influence on SMEs’ export performance (Haddoud et al, ).…”

Section: Conceptual Framework: a Dual Perspectivementioning

confidence: 99%

“…Uncertainties associated with export markets are potentially decreased when exporters and importers exchange strategic information regarding foreign markets (Ural, ). A close collaboration with importers could be perceived as a source of intelligence and cross‐cultural knowledge that provides exporters with a competitive advantage (Kim & Hemmert, ). It could also create a team spirit environment, which helps exporters to overcome challenges and obstacles associated with internationalization, reducing costs and improving performance (Leonidou et al, ; Zain & Ng, ).…”

Section: Conceptual Framework: a Dual Perspectivementioning

confidence: 99%

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Internal and external determinants of export performance: Insights from Algeria

Haddoud

Nowiński²,

Jones

et al. 2018

Thunderbird Intl Bus Rev

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The internationalization of small and medium-sized enterprises (SMEs) has been the focus of numerous studies. However, while the attention has thus far been on SMEs operating in developed countries, firms evolving in a developing context, including Africa, have been largely neglected. To address this, and drawing on a dual resources-based and network-based view, this study simultaneously investigates the importance of internal and external resources for firms' export performance and regularity in the context of North African SMEs. Using a sample of Algerian exporters, the study reveals the superiority of discrete resources for boosting export performance and export regularity. These findings provide directions to Algerian SME managers and policymakers as to important factors driving the internationalization process in the developing Algerian context. K E Y W O R D SAlgeria, export performance, export regularity, resources and capabilities

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Section: Conceptual Framework: a Dual Perspectivementioning

confidence: 99%

Section: Conceptual Framework: a Dual Perspectivementioning

confidence: 99%

Internal and external determinants of export performance: Insights from Algeria

Haddoud

Nowiński²,

Jones

et al. 2018

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

show abstract

“…Kayabasi and Mtetwa (2016) Turkish exporters -Marketing capabilities -Marketing effectiveness -Export market orientation -Export market orientation has a significant impact on marketing capabilities and marketing effectiveness -Marketing effectiveness has a significant impact on export performance -Marketing capabilities and export market orientation have no direct influence on export performance 15. Kim and Hemmert (2016) Subcontracting SME South Korean exporters -Resources and capabilities -Customer network features -Technological resources and executives' managerial capabilities are positively related to export orientation and export intensity -There is a negative linear relationship between the strength of subcontracting ties and export performance, implying that high dependence on individual customers has a negative effect on export performance 16. Oura, Zilber, and Lopez (2016) Brazilian exporters -Innovation capacity -International experience -Both innovation capacity and international experience have a significant positive impact on export performance -International experience has a greater impact on export performance than innovation capacity 17.…”

Section: Antecedent Variables Consideredmentioning

confidence: 99%

The interplay between market intelligence activities and sales strategy as drivers of performance in foreign markets

Katsikea

Theodosiou

Makri

2019

EJM

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Purpose Exporting is a popular foreign market entry mode, especially among small- and medium-sized enterprises (SMEs). The success of SME exporters depends on their ability to establish and maintain profitable long-term relationships with foreign customers. This study aims to propose that the development of an effective export sales strategy can contribute greatly toward this aim. The study also demonstrates that export market intelligence generation and export market intelligence dissemination activities are important drivers of export sales strategy. Export sales strategy comprises three dimensions, which are expected to have a positive influence on export performance. Design/methodology/approach The study uses survey data obtained from 168 exporting firms based in Greece, to test a set of research hypotheses. Structural equation modeling procedures are used. Findings Findings indicate that export market intelligence generation and dissemination activities support and facilitate the development of effective export sales strategies, tailored to serve individual foreign accounts. Furthermore, all strategic dimensions of export sales strategy demonstrate significant positive effects on export performance. Research limitations/implications The research underlines the importance of incorporating export sales strategy in studies that aim to investigate the drivers of export performance. Practical implications The findings also indicate that exporting firms must actively engage in market intelligence activities to reinforce their strategic decision-making process. Originality/value The study emphasizes the crucial importance of export sales strategy in achieving superior export performance. The study provides a theory-driven conceptualization and operationalization of export sales strategy and offers an empirical assessment of a comprehensive model that includes the key antecedents and performance outcomes of export sales strategy.

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“…Because 's sequential investment can be evaluated to be effective if (4) is greater than (5) and therefore the likelihood function is defined as (6).…”

Section: The Sequence Of a Sequential Investment Strategymentioning

confidence: 99%

“…[5] points out that Korean firms such strategic option is appraised by small-and mid-size firms as a majority of them have taken advantage of the sequence of the sequential investment strategy enjoying China's rapid growth [6].…”

Section: Introductionmentioning

confidence: 99%

The Sequence of Sequential Investment and Its Competitive Effect

Yim¹

2017

AJMAHS

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Differently from a single investment strategy, a sequential investment strategy has the sequence of investments and thus time value is inevitably considered in order to analyze the effect of the sequential investment on firm performance. In the paper, the sequential investment strategy of Korean firms in China is analyzed. Due to their geographical closeness, Korean firms' direct investments to China is an eye-catching strategic behavior. A theoretic model is proposed to tackle the effect of Korean firms' Chinese sequential investments. The model predicts three strategic points. First, the sequence of Korean firms' sequential investments is a linear function. Second, an initial investment and follow-investments are reversely associated and, between them, Korean firms' sequential investments are more sensitively associated with follow-up investments. Third, the more the Korean firms are patient, they are more likely to increase the scale of follow-up investments.

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What drives the export performance of small and medium-sized subcontracting firms? A study of Korean manufacturers

Cited by 77 publications

References 75 publications

Internal and external determinants of export performance: Insights from Algeria

Internal and external determinants of export performance: Insights from Algeria

The interplay between market intelligence activities and sales strategy as drivers of performance in foreign markets

The Sequence of Sequential Investment and Its Competitive Effect

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