Ahmet H. Kirca and G. Tomas M. Hult
The purpose of this paper is to gain an increased understanding of the moderating role of national culture on the impacts of intra‐organizational factors on market orientation.
Abstract
Purpose
The purpose of this paper is to gain an increased understanding of the moderating role of national culture on the impacts of intra‐organizational factors on market orientation.
Design/methodology/approach
Using Schwartz's cultural value dimensions, the paper presents a set of propositions regarding the moderating effects of conservatism, intellectual autonomy, hierarchy, egalitarianism, and mastery dimensions of national cultural values on the relationships between market orientation and various intra‐organizational variables including interdepartmental connectedness, top management emphasis, interdepartmental conflict, centralization, formalization, and market‐based reward systems.
Findings
National cultural values can determine the importance of various antecedents to market orientation.
Originality/value
The conceptual framework presented in this paper contributes to the extant literature in market orientation by investigating the context dependent nature of the relationships involving market orientation and its antecedents in efforts to expand the theoretical knowledge base on the implementation of marketing concept in a global context.
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P. Matthyssens, A.H. Kirca and S. Pace
The aim of the “viewpoint” part of this paper is to enhance discussion on the challenges global business‐to‐business (B2B) marketing is facing. More specifically, academics are…
Abstract
Purpose
The aim of the “viewpoint” part of this paper is to enhance discussion on the challenges global business‐to‐business (B2B) marketing is facing. More specifically, academics are stimulated to study the impact of these trends on the internationalization of B2B companies. Managers are urged to engage in open strategy conversations on the consequent opportunities and threats for their global market strategy. Further, this paper acts as a “Guest editorial” for a special issue on B2B and international business.
Design/methodology/approach
The paper is based on a literature screening of key contributions highlighting B2B marketing trends on the one hand and theoretical underpinnings of IB on the other. Starting from a practitioner perspective, the paper gradually introduces a discussion on the potential theoretical implications and on cross‐fertilization possibilities when merging recent developments in B2B with theory and concepts from international business.
Findings
B2B and IB go hand in hand and the actual challenges that business marketers encounter require critical revisions of core concepts and foundations of internationalization theories.
Research limitations/implications
The paper identifies trends based on secondary data. They are exemplary and not exhaustive. Future research will have to empirically “test” these assertions.
Practical implications
As a result of this paper, practitioners might question their internationalization or globalization approach.
Originality/value
The value of the first part of the paper lies in the intended stimulus of academic and practitioner discussion. The second part draws attention on the special issue papers and their main messages.
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To investigate the impact of current mode of operation on service firms’ sales performance in international markets, and to examine the role of managerial control as a mediator of…
Abstract
Purpose
To investigate the impact of current mode of operation on service firms’ sales performance in international markets, and to examine the role of managerial control as a mediator of the mode of operation‐sales performance relationship.
Design/methodology/approach
A conceptual framework and a set of hypotheses were developed to posit that managerial control on marketing activities act as a process variable between the level of vertical integration of the mode of operation and firm success in international markets. The proposed hypotheses were tested using regression analysis with data from a sample of tour operators from Turkey.
Findings
The choice of mode of operation is a critical decision that impacts the performance of service firms in international markets, such that firms which use more vertically integrated modes of operation obtain higher sales performance as a result of their high levels of control on marketing activities.
Research limitations/implications
Although the present findings can be generalized to other soft service industries such as consulting, accommodation services, and health care, they provide limited insights for hard service industries (i.e. construction, insurance, banking and financial services).
Practical implications
This article offers guidance in the internationalization process of service firms by highlighting the importance of managerial control on marketing activities as a factor that should be considered in reviewing and evaluating alternative modes of operation in foreign markets.
Originality/value
This study contributes to the extant research by testing one of the basic assumptions of the mode of entry literature: the relationship between vertical integration and managerial control. Also, the findings reveal that the level of vertical integration of the mode of operation is positively related to performance because vertical integration provides service firms with managerial control.
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The impact of trade shows on the internationalization of participating small exporting firms in terms of growth and expansion has gone largely unstudied, as has their…
Abstract
Purpose
The impact of trade shows on the internationalization of participating small exporting firms in terms of growth and expansion has gone largely unstudied, as has their effectiveness in network‐building activities. Using the network model of internationalization, the purpose of this paper is to investigate the role international trade shows play in the internationalization process of small exporting firms in Ireland and New Zealand (NZ).
Design/methodology/approach
Taking a two‐tier approach, first, qualitative interviews were conducted with a sample of 37 Irish‐ and NZ‐based export‐intensive seafood firms, followed by in‐depth cases of three Irish export start‐ups.
Findings
Trade shows go well beyond being a marketing and information platform and make an important contribution to establishment and enhancement of a network infrastructure for enabling such firms to grow and expand internationally.
Research limitations/implications
This paper provides a research basis for exploring the role of trade shows in the firm internationalization across other industry sectors.
Practical implications
Managers need to revisit how they use trade shows in their international marketing strategy, in terms of the strategic role of trade shows in creating and developing international networks for competitive advantage. Policy makers need to recognize their important role as horizontal networks in network development.
Originality/value
This study contributes to the knowledge on the role of trade shows in international business and further advances the network approach to small firm internationalization by identifying trade shows as a vital context where networks are created and maintained for international advancement.
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Carl Arthur Solberg and François Durrieu
The purpose of this paper is to seek answers to the question of the impact of different classes of strategy (generic and international) on firm performance in international…
Abstract
Purpose
The purpose of this paper is to seek answers to the question of the impact of different classes of strategy (generic and international) on firm performance in international markets.
Design/methodology/approach
Survey of 213 British SME exporters, using EQS.
Findings
The paper concludes that Porter's generic strategies have both a direct and an indirect impact through international marketing strategies on firm performance, and that the combined impact of the two levels yields better returns than either of them individually. Furthermore, it questions the wisdom of a stepwise approach to international markets and highlights the importance of a challenger strategy.
Research limitations/implications
This research is limited to British SMEs and needs to be supplemented by research from other countries. Also, it explores the effect of only a limited number of confirmed international marketing strategies, excluding for instance the standardisation construct – a key construct in international marketing.
Practical implications
Managers may derive guidance in their planning by applying the model and the findings in their own deliberations.
Originality/value
Little agreement has been reached as to the impact of different international marketing strategies, let alone the classification of strategies themselves. This paper analyses firm strategy in two levels – generic strategies and five groups of international marketing strategies.
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Luis Filipe Lages, José Luís Abrantes and Cristiana Raquel Lages
The development of marketing strategies optimally adjusted to export markets has been a vitally important topic for both managers and academics for about five decades. However…
Abstract
Purpose
The development of marketing strategies optimally adjusted to export markets has been a vitally important topic for both managers and academics for about five decades. However, there is no agreement in the literature about which elements integrate marketing strategy and which components of domestic strategies should be adapted to export markets. The purpose of this paper is to develop a new scale – STRATADAPT.
Design/methodology/approach
Results from a sample of small and medium‐sized industrial exporting firms support a four‐dimensional scale – product, promotion, price, and distribution strategies – of 30 items. The scale presents evidence of composite reliability as well as discriminant and nomological validity.
Findings
Findings reveal that all four dimensions of marketing strategy adaptation are positively associated with the amount of the firm's financial resources allocated to export activity.
Practical implications
The STRATADAPT scale may assist managers in developing better international marketing strategies as well as in planning more accurate and efficient marketing programs across markets.
Originality/value
This study develops a new scale, the STRATADAPT scale, which is a broad measure of export marketing strategy adaptation.
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Pervez N. Ghauri, Veronika Tarnovskaya and Ulf Elg
The purpose of this paper is to explore how a global supplier network can support and contribute to a market driving strategy. Theoretically, the paper contributes by integrating…
Abstract
Purpose
The purpose of this paper is to explore how a global supplier network can support and contribute to a market driving strategy. Theoretically, the paper contributes by integrating the market driving strategy and the network approach. IKEA is considered one of the leading market driving firms. The paper studies its activities in establishing supplier networks in Russia and Poland.
Design/methodology/approach
This is an exploratory study of four suppliers of IKEA in Poland and Russia. Data are collected through 11 in‐depth interviews with IKEA's corporate and middle level managers and with managers and technicians from its suppliers in Russia and Poland. Results are drawn through matrix coding techniques and pattern matching.
Findings
Findings confirm IKEA's market driving strategy and how it has been able to restructure the market and successfully develop an efficient supplier network as a part of its market driving strategy.
Originality/value
Market driving approach has been suggested as a more pro‐active form of market orientation. It is characterised by an ability of the firm to shape the market conditions, to influence customers and offer completely new value propositions through its unique business process.
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Ruey‐Jer “Bryan” Jean, Rudolf R. Sinkovics and Daekwan Kim
Advanced information technology (IT) changes the way companies manage cross‐border supply chains. This paper examines the role of IT in the context of international business to…
Abstract
Purpose
Advanced information technology (IT) changes the way companies manage cross‐border supply chains. This paper examines the role of IT in the context of international business to business (B2B) relationship and its contribution to supply chain performance.
Design/methodology/approach
This literature review paper develops a conceptual model of IT‐mediated relationships in international supply chain relationships. The framework integrates transaction cost economics and resource‐based theory perspectives and argues that IT capabilities facilitate supply chain performance, deter partner's opportunism and this process is mediated by B2B processes. Moreover, environmental, relational, cultural and country level moderators are examined.
Findings
It is suggested that IT capabilities contribute directly to improved organizational process such as coordination, transaction specific investment, absorptive capacity and monitoring. These in turn contribute to strategic and operational performance outcomes. Against a resource‐based as well as a transaction‐cost theory background it is suggested that partner interdependence and environmental, country and cultural factors moderate the process of IT contribution on performance.
Research limitations/implications
The paper provides a number of propositions which can be tested empirically in future studies.
Practical implications
Managers should focus on the complementarities of IT capabilities. Electronic integration in combination with, for example, human IT resources may enhance supply chain performance and mitigate the moderating effects of environmental, relational, cultural and country factors.
Originality/value
The paper develops an integrated conceptual model and propositions which contribute to a clarification of the ambiguous nature of the IT‐business value in international B2B relationship.
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Øystein Moen, Tage Koed Madsen and Arild Aspelund
The purpose of this paper is to provide empirical evidence on the actual use and market performance effects of information and communication technologies (ICT) with regard to…
Abstract
Purpose
The purpose of this paper is to provide empirical evidence on the actual use and market performance effects of information and communication technologies (ICT) with regard to international business‐to‐business marketing activities of small and medium‐sized enterprises (SMEs).
Design/methodology/approach
The analysis is based on survey data from 635 Danish and Norwegian SMEs with international marketing activities. The two primary research questions regarding actual use and performance effects are addressed by descriptive statistics and structural equation modelling, respectively.
Findings
Findings suggest that, contrary to expectation, Norwegian and Danish international SMEs are not heavy users of ICT. Rather, ICT is predominantly used for market information search and to develop long‐term customer relationships. In both those areas the use of ICT is positively associated with the firm's satisfaction with its development of new market knowledge. The use of ICT for sales purposes is limited and apparently negatively associated with the firm's satisfaction with its development of new market knowledge. There is no significant association between the use of ICT and the firm's satisfaction with its international performance.
Practical implications
This study contributes with new knowledge regarding the potential and limitations of the use of ICT in international business‐to‐business marketing. Heavy usage of ICT seems to be primarily directed towards information search and relationship development. The study also supports that ICT usage have positive impact on the accumulation of new market knowledge (and indirectly on international performance). Use of ICT for sales activities seems to be quite limited, and perhaps not even advisable. The reason for this may be that media richness associated with face‐to‐face interaction is beneficial for establishment of commitment and trust.
Originality/value
This paper makes an original contribution to the field of knowledge regarding the potential (and limitations) of ICT in international business‐to‐business marketing.