A resource-centred interpretation of export performance

K.I.N. Ibeh, C.N. Wheeler

Research output: Contribution to journalArticle

Abstract

Consistent with Mahoney and Pandian's (1992) vision of the resource-based view as the emergent language for conversations within strategic management, this paper has employed a resource-based framework in integrating and interpreting identified influences on export performance. Aggregate evidence suggests the critical importance of several resource-related factors, including having top management staff with relevant experiential, orientational and attitudinal resources; 'co-locating' within resource-supporting clusters; possessing organisational-wide capabilities in export-related knowledge development and planning, product innovation, and quality service delivery; and leveraging strategically-relevant resources embodied in external partners. The theoretical, managerial, policy, and future research implications of these findings are discussed.
LanguageEnglish
Pages539-556
Number of pages17
JournalInternational Entrepreneurship and Management Journal
Volume1
Issue number4
DOIs
Publication statusPublished - 2005

Fingerprint

Innovation
Planning
Export performance
Resources
Product innovation
Knowledge development
Resource-based view
Product quality
Strategic management
Top management
Factors
Service delivery
Staff
Resource-based
Language

Keywords

  • resources
  • capabilities
  • competencies
  • export performance

Cite this

Ibeh, K.I.N. ; Wheeler, C.N. / A resource-centred interpretation of export performance. In: International Entrepreneurship and Management Journal. 2005 ; Vol. 1, No. 4. pp. 539-556.
@article{7fa4c76af7ef4023b4d9508234147742,
title = "A resource-centred interpretation of export performance",
abstract = "Consistent with Mahoney and Pandian's (1992) vision of the resource-based view as the emergent language for conversations within strategic management, this paper has employed a resource-based framework in integrating and interpreting identified influences on export performance. Aggregate evidence suggests the critical importance of several resource-related factors, including having top management staff with relevant experiential, orientational and attitudinal resources; 'co-locating' within resource-supporting clusters; possessing organisational-wide capabilities in export-related knowledge development and planning, product innovation, and quality service delivery; and leveraging strategically-relevant resources embodied in external partners. The theoretical, managerial, policy, and future research implications of these findings are discussed.",
keywords = "resources, capabilities, competencies, export performance",
author = "K.I.N. Ibeh and C.N. Wheeler",
year = "2005",
doi = "10.1007/s11365-005-4777-4",
language = "English",
volume = "1",
pages = "539--556",
journal = "International Entrepreneurship and Management Journal",
issn = "1554-7191",
number = "4",

}

A resource-centred interpretation of export performance. / Ibeh, K.I.N.; Wheeler, C.N.

In: International Entrepreneurship and Management Journal, Vol. 1, No. 4, 2005, p. 539-556.

Research output: Contribution to journalArticle

TY - JOUR

T1 - A resource-centred interpretation of export performance

AU - Ibeh, K.I.N.

AU - Wheeler, C.N.

PY - 2005

Y1 - 2005

N2 - Consistent with Mahoney and Pandian's (1992) vision of the resource-based view as the emergent language for conversations within strategic management, this paper has employed a resource-based framework in integrating and interpreting identified influences on export performance. Aggregate evidence suggests the critical importance of several resource-related factors, including having top management staff with relevant experiential, orientational and attitudinal resources; 'co-locating' within resource-supporting clusters; possessing organisational-wide capabilities in export-related knowledge development and planning, product innovation, and quality service delivery; and leveraging strategically-relevant resources embodied in external partners. The theoretical, managerial, policy, and future research implications of these findings are discussed.

AB - Consistent with Mahoney and Pandian's (1992) vision of the resource-based view as the emergent language for conversations within strategic management, this paper has employed a resource-based framework in integrating and interpreting identified influences on export performance. Aggregate evidence suggests the critical importance of several resource-related factors, including having top management staff with relevant experiential, orientational and attitudinal resources; 'co-locating' within resource-supporting clusters; possessing organisational-wide capabilities in export-related knowledge development and planning, product innovation, and quality service delivery; and leveraging strategically-relevant resources embodied in external partners. The theoretical, managerial, policy, and future research implications of these findings are discussed.

KW - resources

KW - capabilities

KW - competencies

KW - export performance

UR - http://dx.doi.org/10.1007/s11365-005-4777-4

U2 - 10.1007/s11365-005-4777-4

DO - 10.1007/s11365-005-4777-4

M3 - Article

VL - 1

SP - 539

EP - 556

JO - International Entrepreneurship and Management Journal

T2 - International Entrepreneurship and Management Journal

JF - International Entrepreneurship and Management Journal

SN - 1554-7191

IS - 4

ER -