Oliviera_Export-Dispersion-IBR-Main-Document-R1.pdf (433.77 kB)
The empirical link between export dispersion and export performance: A contingency-based approach
journal contribution
posted on 2016-09-22, 14:16 authored by Itzhak Gnizy, John Cadogan, Joao Oliveira, Asmat NizamPractitioners and scholars point out that firms are increasingly dispersing their capabilities across organizational functions. However, it is not clear whether all forms of dispersion, of any function, result in the same consequences. This study initiates investigation into the link between the cross-functional dispersion of influence on export marketing decisions (export dispersion) and export performance. Drawing on data from a sample of 225 UK exporters, the findings support the argument that active participation of non-export functions in export-marketing decisions affects export success. However, those performance consequences are dependent on internal and external contingencies. Export dispersion is beneficial for export performance when the export customer environment is more turbulent and, simultaneously, the export technological environment is more stable and the firm has lower levels of export information sharing. In all other scenarios examined in this study, greater levels of concentration of export decision-making (i.e. lower levels of export dispersion) appear to be more beneficial for export performance. Our findings imply that the management of the firm's level of export dispersion is a complex task, whereby the degree of export dispersion pursued needs to match external environmental and internal firm factors.
History
School
- Business and Economics
Department
- Business
Published in
International Business ReviewVolume
26Issue
2Pages
239 - 249Citation
GNIZY, I., 2016. The empirical link between export dispersion and export performance: A contingency-based approach. International Business Review, 26 (2), pp. 239-249.Publisher
© ElsevierVersion
- AM (Accepted Manuscript)
Publisher statement
This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/Acceptance date
2016-07-18Publication date
2016-07-26Notes
This paper was published in the journal International Business Review and the definitive published version is available at https://doi.org/10.1016/j.ibusrev.2016.07.002ISSN
0969-5931Publisher version
Language
- en