Export marketing adaptation and export performance

Identifying the antecedents of export performance is critical for researchers, due to the many benefits of exporting for firms and nations. Many researchers have, thus, devoted their research efforts to identifying export performance antecedents. Export marketing adaptation and firm level export market orientation (or EMO) have emerged as two critical export performance predictors. However, two important research questions remain unexamined. The first is whether firms ought to pursue heterogeneous levels of marketing adaptation across ventures in order to boost venture performance, and whether the answer to this question is contingent upon internal firm resources which support adaptation (namely EMO) and upon the environments faced across ventures. The second question concerns what the total amount (i.e. quantity) of export marketing adaptation firms should undertake in order to boost firm export performance is, and whether the answer to this question depends on internal firm resources supporting adaptation (more specifically, EMO) and on the overall export environments faced by firms. Underpinned by a contingent approach to the study of business performance, this study set out to answer to such questions, via developing and testing two conceptual models. The models were tested using data collected from British exporting companies. The findings of the first model indicate that marketing adaptation across ventures becomes increasingly beneficial for venture performance (directly in the case of sales performance and indirectly in the case of profit performance) as EMO rises and as the levels of environmental differences across ventures increase. Results of the second model suggest that, under greater levels of EMO, firm export sales performance attains its highest values when the firm practices either very low or very high levels of marketing adaptation quantity. Also, under greater levels of EMO, firm export sales performance is increasingly reduced the more the firm deviates from extreme (low/high) marketing adaptation quantities. Additionally, as the firm s export environments become more heterogeneous, the firm benefits increasingly more from pursuing either very low or very high marketing adaptation quantity levels (with sales performance being maximized when the firm pursues very high levels of marketing adaptation quantity), and the reductions in firm export sales performance accruing from undertaking intermediate marleting adaptation quantity levels are increasingly higher. Findings also suggest that enhancing marketing adaptation quantity is beneficial for firm export profit performance up to an optimal point. The returns brought by additional increments in marketing adaptation quantity are increasingly smaller as marketing adaptation quantity increases. Beyond an optimal point, additional increments in marketing adaptation quantity diminish firm export profit performance. The marketing adaptation quantity-firm export profit performance link was not found to be moderated directly neither by EMO nor by firm export environmental differences. EMO was found to have a positive impact on firm export sales and profit performance.