Export marketing, interfunctional interactions, and performance consequences

John W. Cadogan, Sanna Sundqvist, Risto T. Salminen, Kaisu Puumalainen

Tutkimustuotos: LehtiartikkeliArticleScientificvertaisarvioitu

69 Sitaatiot (Scopus)

Abstrakti

Firms with export operations have internal environments that are often geared toward serving the home market. As a result, export marketing and other business functions compete for resources, which thus increases the likelihood of conflict between them. Using survey responses from more than 700 exporting firms, the authors test a model of the antecedents and consequences of two important interaction variables: exporting’s interfunctional connectedness and conflict. The model explains 52 percent and 49 percent of variance in exporting connectedness and conflict, respectively. The authors identify the key drivers of successful interactions as follows: management commitment, organizational training and reward systems, relative functional identification, centralization, and export employee job satisfaction and commitment. The authors also demonstrate that connectedness is most critical for export success when export markets are in a state of turbulence, whereas conflict is most detrimental when the firm’s export environment is stable.
AlkuperäiskieliEnglanti
JulkaisuJOURNAL OF THE ACADEMY OF MARKETING SCIENCE
DOI - pysyväislinkit
TilaJulkaistu - 2005
OKM-julkaisutyyppiA1 Julkaistu artikkeli, soviteltu

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