Explaining Organizational Export Performance by Single and Combined International Business Competencies

Worku Tuffa Birru*, Piety Runhaar, Ruud Zaalberg, Thomas Lans, Martin Mulder

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

2 Citations (Scopus)

Abstract

This study explores relationships between export performance and international business competencies (international orientation, export market orientation and international entrepreneurial orientation), and interactions between the competencies. Data from on-site structured interviews with 159 owners and managers of exporting firms from different economic sectors show direct relationships between the competencies and export performance. However, analyses of the effects of interactions between the competencies and export performance show mixed results. The findings suggest developing the identified competencies to increase export performance, but if this would be exclusively based on the direct relationships between the competencies and export performance, results may be suboptimal.
Original languageEnglish
Pages (from-to)1172-1192
JournalJournal of Small Business Management
Volume57
Issue number3
Early online date2018
DOIs
Publication statusPublished - Jul 2019

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Managers
Economics
Industry
Competency
Export performance
International business
Interaction

Cite this

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abstract = "This study explores relationships between export performance and international business competencies (international orientation, export market orientation and international entrepreneurial orientation), and interactions between the competencies. Data from on-site structured interviews with 159 owners and managers of exporting firms from different economic sectors show direct relationships between the competencies and export performance. However, analyses of the effects of interactions between the competencies and export performance show mixed results. The findings suggest developing the identified competencies to increase export performance, but if this would be exclusively based on the direct relationships between the competencies and export performance, results may be suboptimal.",
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Explaining Organizational Export Performance by Single and Combined International Business Competencies. / Birru, Worku Tuffa; Runhaar, Piety; Zaalberg, Ruud; Lans, Thomas; Mulder, Martin.

In: Journal of Small Business Management, Vol. 57, No. 3, 07.2019, p. 1172-1192.

Research output: Contribution to journalArticleAcademicpeer-review

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T1 - Explaining Organizational Export Performance by Single and Combined International Business Competencies

AU - Birru, Worku Tuffa

AU - Runhaar, Piety

AU - Zaalberg, Ruud

AU - Lans, Thomas

AU - Mulder, Martin

PY - 2019/7

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N2 - This study explores relationships between export performance and international business competencies (international orientation, export market orientation and international entrepreneurial orientation), and interactions between the competencies. Data from on-site structured interviews with 159 owners and managers of exporting firms from different economic sectors show direct relationships between the competencies and export performance. However, analyses of the effects of interactions between the competencies and export performance show mixed results. The findings suggest developing the identified competencies to increase export performance, but if this would be exclusively based on the direct relationships between the competencies and export performance, results may be suboptimal.

AB - This study explores relationships between export performance and international business competencies (international orientation, export market orientation and international entrepreneurial orientation), and interactions between the competencies. Data from on-site structured interviews with 159 owners and managers of exporting firms from different economic sectors show direct relationships between the competencies and export performance. However, analyses of the effects of interactions between the competencies and export performance show mixed results. The findings suggest developing the identified competencies to increase export performance, but if this would be exclusively based on the direct relationships between the competencies and export performance, results may be suboptimal.

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